Summarize this for me: This study considers $$success$$ within projects. There has been research

into the factors that contribute to success $($e$.$g$.,$ Belassi & Tukel, $1996).$

The nature of success has been of interest for many years; indeed,

the Project Management Institute held a whole conference dedicated

to the topic $($see$,$ e$.$g$.,$ the paper by de Wit, $1986),$ looking at the multi$-$

faceted nature of the idea of $$success$,$ particularly where success is defined

beyond the simple acceptance of a product. There has been little research,

however, into the causal chains by which success in terms of these different

facets emerges. This study therefore looks at these chains and their inter$-$

connectedness leading to success. By looking at the inter$-$connectedness, the

study outlines how to identify the root causes of success factors, particularly

where those root causes enable multiple success criteria simultaneously. In

order to look in$-$depth at the complex structures of effects, a single detailed

case study was used, using a causal mapping method for analysis. This

article expands on the extension of the ideas of systemicity into the current

predominately linear dominant discourse of project management $($Cooke$-$

Davies, $2011$; Edkins, Kurul, Maytorena$-$Sanchez, & Rintala, $2007$; Williams,

$2005),$ by looking at a particular case of projects as practice $($Blomquist$,$

Hallgren, Nilsson, & Soderholm, $2010).$

An appropriate case study for this research arose in late $2013,$ when a UK

company was coming to the end of its involvement in two major construction

programs. The company had a reputation for considerable success with these

programs; and since the project teams would likely be disbanded with the end

of these programs, it seemed important to reflect on this success. Was it real?

What does $$success$$ mean? And, where did this success come from? This

article reports the results, mainly drawing lessons about the nature of success

and the inter$-$relatedness and complexity of success factors, and also identify$-$

ing a number of key reasons for company success$$some generic, and some

context$-$dependent$$but potentially useful for other projects.

Both research and practice have been moving away from a simplistic defi$-$

nition of project $$success$$ as meeting cost, schedule, and performance targets,

to a more multi$-$dimensional definition, involving both objective and more

subjective criteria. However, the inter$-$relationships between these criteria are

less well researched. Similarly, success factors are often theorized, but there

is little research into the causality; in other words, $$how$$ these factors lead to

project success. This study therefore looks at the drivers for the various success

factors, to see where they inter$-$connect, and what the key root causes of proj$-$

ect success are. This is interesting from an academic perspective, but is par$-$

ticularly important to help the practitioner understand how improving these

root causes will lead to increased performance in multiple project criteria.

The article considers the method and then the case; it looks at the literature

around the definition of project success and how this case compares; it looks

at the literature behind success factors; then at the analysis of this case to see

the interacting nature of the factors and the tracing of success outcomes back