Beyond the Triple Constraints - Revision history

S172048: /* The Triple Constraint */

2018-02-19T17:04:10Z

The Triple Constraint

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	George E. P. Box stated "''All models are wrong. Some are useful''" (1979)<ref name="The triple constraint: a triple illusion"> "Baratta, A., The triple constraint: a triple illusion, Paper presented at PMI® Global Congress, North America, Seattle, WA. Newtown Square, PA: Project Management Institute.'', (2006):.</ref>		George E. P. Box stated "''All models are wrong. Some are useful''" (1979)<ref name="The triple constraint: a triple illusion"> "Baratta, A., The triple constraint: a triple illusion, Paper presented at PMI® Global Congress, North America, Seattle, WA. Newtown Square, PA: Project Management Institute.'', (2006):.</ref>

	Since the 1950s, the uncertainty in projects has increased, ~~which~~ in ~~turn has led to~~ a reduction of the model´s efficacy. ~~With more~~ uncertainty, the constraints of the model start to cause, not solve, issues. ~~Moreover~~, ~~when using~~ the model ~~project managers focused~~ on satisfying constraints, ~~instead of~~ focusing on customer satisfaction. This ~~resulted~~ in project delivery within the allotted time, but ~~the customer was not~~ satisfied ~~by this. Yet, since the project was delivered near budget, it was often considered successful.~~		Since the 1950s, the uncertainty in projects has increased, mainly caused by rapid market changes, resulting in a reduction of the model´s efficacy. This implies that it is impossible to determine a fixed scope, cost and schedule in advance of any project. Together with increased uncertainty, the constraints of the classical Triple Constraint model start to cause, not solve, issues. Therefore, if a project manager chooses to use the model, the focus will continue to be on satisfying the constraints, rather than focusing on customer satisfaction. This will result in project delivery within the allotted time or near budget, but without satisfied customers.

	For projects nowadays, the extent of uncertainty is highly present, indicating that it is impossible to determine a fixed scope, cost and schedule in advance of any project. The three factors of the model that were earlier looked upon as variables, have to be considered as constraints now instead.

	== '''Application''' ==		== '''Application''' ==

S172048: /* Limitations */

2018-02-19T16:34:39Z

Limitations

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	There is a key problem to question related to the model, which is that there is in fact only two factors in the model. Firstly, “scope” refers to the project´s content, which will increase in case of increased effort and time required. Secondly, “cost” is defined by multiplying a cost by duration (time). Thus, “cost” contains “time”, that builds on the saying “time is money”. So, therefore, time is not a separate factor. In addition, time is also a relative factor, meaning that a dollar in project A is worth the same in project B. But, one month delay for project A can have a whole other impact on project B, even though the delay is similar for both of the projects.		There is a key problem to question related to the model, which is that there is in fact only two factors in the model. Firstly, “scope” refers to the project´s content, which will increase in case of increased effort and time required. Secondly, “cost” is defined by multiplying a cost by duration (time). Thus, “cost” contains “time”, that builds on the saying “time is money”. So, therefore, time is not a separate factor. In addition, time is also a relative factor, meaning that a dollar in project A is worth the same in project B. But, one month delay for project A can have a whole other impact on project B, even though the delay is similar for both of the projects.

	Finally, time and cost are not always sufficient ways to measure the business value of a project; many projects are delivered on time and on budget, but still they don’t deliver sufficient business value. On the other hand, over budged and scheduled projects have also proven to deliver significant business value. An example of this is the Sydney Opera House, which was a project management failure 14 times over budget and took 15 years to build. Despite this, the results and benefits resulting from the engineering, architectural and society are undoubtedly successful~~. Another example is the implementation of the Windows operating system~~.		Finally, time and cost are not always sufficient ways to measure the business value of a project; many projects are delivered on time and on budget, but still they don’t deliver sufficient business value. On the other hand, over budged and scheduled projects have also proven to deliver significant business value. An example of this is the Sydney Opera House, which was a project management failure 14 times over budget and took 15 years to build. Despite this, the results and benefits resulting from the engineering, architectural and society are undoubtedly successful.

	===What is project success?===		===What is project success?===

S172048: /* Annotated bibliography */

2018-02-19T16:33:09Z

Annotated bibliography

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	===References===		==References==
	<references>		<references>

S172048: /* References */

2018-02-19T16:08:44Z

References

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	<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>		<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>

	<ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref>		<ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref>

	<ref name="Beyond the iron triangle: year zero"> "Caccamese, A. & Bragantini, D. Beyond the iron triangle: year zero. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute'', (2012):.</ref>

	<ref name="The triple constraint: a triple illusion"> "Baratta, A., The triple constraint: a triple illusion, Paper presented at PMI® Global Congress, North America, Seattle, WA. Newtown Square, PA: Project Management Institute.'', (2006):.</ref>		<ref name="The triple constraint: a triple illusion"> "Baratta, A., The triple constraint: a triple illusion, Paper presented at PMI® Global Congress, North America, Seattle, WA. Newtown Square, PA: Project Management Institute.'', (2006):.</ref>

S172048: /* What is project success? */

2018-02-19T16:08:16Z

What is project success?

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	===What is project success?===		===What is project success?===
	Project success can be defined as the value of the project when the result or product is taken into operation. There are a lot of different indicators to measure this success, such as; achievement of impact goals, achievement of purpose, customer satisfaction, achievement of strategic goals, economical aspects, competence enhancement and reputation, etc. <ref name=" Measuring project success"> "Freeman, M. & Beale, P., Measuring project success, Project Management Journal, 23(1), 8–17.'', (1992):.</ref>		Project success can be defined as the value of the project when the result or product is taken into operation. There are a lot of different indicators to measure this success, such as; achievement of impact goals, achievement of purpose, customer satisfaction, achievement of strategic goals, economical aspects, competence enhancement and reputation, etc. <ref name=" Measuring project success"> "Freeman, M. & Beale, P., Measuring project success, Project Management Journal, 23(1), 8–17.'', (1992):.</ref>


	In the PMBOK® Guide <ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>, project success is clearly described to be; “''measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction''”. (page 9)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> Furthermore, success is determined by the project team’s “''appropriate processes'',” “''approach…to meet requirements,''” and ability to “''comply with requirements to meet stakeholder needs'',” and “''balance…competing demands of scope, time, cost, quality, resources, and risk''” (Page 37)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>. Additionally, teamwork is described as an essential part of successful projects (p. 229)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>. In conclusion, this explains that there is more to success than the three main factors of the Triple Constraint model. So, as it is noted in PMBOK® <ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> , the factors mentioned should not be the only constraints to balance, but they should be integrated along with critical constraints and success measures of the organization and project stakeholders.		In the PMBOK® Guide <ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>, project success is clearly described to be; “''measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction''”. (page 9)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> Furthermore, success is determined by the project team’s “''appropriate processes'',” “''approach…to meet requirements,''” and ability to “''comply with requirements to meet stakeholder needs'',” and “''balance…competing demands of scope, time, cost, quality, resources, and risk''” (Page 37)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>. Additionally, teamwork is described as an essential part of successful projects (p. 229)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref>. In conclusion, this explains that there is more to success than the three main factors of the Triple Constraint model. So, as it is noted in PMBOK® <ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> , the factors mentioned should not be the only constraints to balance, but they should be integrated along with critical constraints and success measures of the organization and project stakeholders.

S172048: /* Beyond the Triple Constraint */

2018-02-19T16:08:07Z

Beyond the Triple Constraint

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	===Beyond the Triple Constraint ===		===Beyond the Triple Constraint ===

	So, in order to extend the application of the Triple Constraint, there are proposed different sides of new models <ref name="Beyond the triple constraints: nine elements defining project success today."> "Rahschulte, T. J. & Milhauser, Beyond the triple constraints: nine elements defining project success today., Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.'', (2010):.</ref> <ref name="Beyond the triple constraints: developing a business venture approach to project management."> "Graham, R. J. & Cohen, D. J., Beyond the triple constraints: developing a business venture approach to project management., Paper presented at Project Management Institute Annual Seminars & Symposium, Nashville, TN. Newtown Square, PA: Project Management Institute.'', (2001):.</ref>;		So, in order to extend the application of the Triple Constraint, there are proposed different sides of new models <ref name="Beyond the triple constraints: nine elements defining project success today."> "Rahschulte, T. J. & Milhauser, Beyond the triple constraints: nine elements defining project success today., Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.'', (2010):.</ref> <ref name="Beyond the triple constraints: developing a business venture approach to project management."> "Graham, R. J. & Cohen, D. J., Beyond the triple constraints: developing a business venture approach to project management., Paper presented at Project Management Institute Annual Seminars & Symposium, Nashville, TN. Newtown Square, PA: Project Management Institute.'', (2001):.</ref>;



	* measure expected and actual business success		* measure expected and actual business success

S172048: /* Annotated bibliography */

2018-02-19T16:07:49Z

Annotated bibliography

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	* "Lock: Project Management (10th Edition)"		* "Lock: Project Management (10th Edition)"

	* "Project Management Institute. (2004) A guide to the project management body of knowledge (PMBOK®) (Third ed.). Newtown Square, PA: Project Management Institute." PMI global standards provide guidelines, rules and characteristics for project, program and portfolio management. These standards are widely accepted.		* "Project Management Institute. (2004) A guide to the project management body of knowledge (PMBOK®) (Third ed.). Newtown Square, PA: Project Management Institute." PMI global standards provide guidelines, rules and characteristics for project, program and portfolio management. These standards are widely accepted.

	* Project Management (2009) : "Managing Successful Projects with PRINCE2"		* Project Management (2009) : "Managing Successful Projects with PRINCE2"

	* "Office of Government Commerce (1989) Prince2™ Office of Government Commerce: Norwich, Norfolk, UK."		* "Office of Government Commerce (1989) Prince2™ Office of Government Commerce: Norwich, Norfolk, UK."

	* "Caccamese, A. & Bragantini, D. (2012). Beyond the iron triangle: year zero. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute."		* "Caccamese, A. & Bragantini, D. (2012). Beyond the iron triangle: year zero. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute."

	* "Baratta, A. (2006). The triple constraints: A triple illusion. Originally published as a part of 2006 PMI Global Congress Proceedings"		* "Baratta, A. (2006). The triple constraints: A triple illusion. Originally published as a part of 2006 PMI Global Congress Proceedings"



	===References===		===References===

S172048: /* Limitations */

2018-02-19T16:07:17Z

Limitations

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	In more recent year organizations, total quality management (TQM) have been increasingly embraced. In TQM, a “culture for quality” is created throughout any organization, with quality shared by all the staff and workforce from top management downwards. Furthermore, the ISO 9000 series of standards is widely accepted as a base from which to design, implement and operate an effective quality management system, with the ultimate objective of creating a quality culture throughout the organization. (The International Organization for Standards (ISO) publishes ISO9000 series and a full range of other international standards.)		In more recent year organizations, total quality management (TQM) have been increasingly embraced. In TQM, a “culture for quality” is created throughout any organization, with quality shared by all the staff and workforce from top management downwards. Furthermore, the ISO 9000 series of standards is widely accepted as a base from which to design, implement and operate an effective quality management system, with the ultimate objective of creating a quality culture throughout the organization. (The International Organization for Standards (ISO) publishes ISO9000 series and a full range of other international standards.)

	== Limitations ==		== '''Limitations''' ==
	The shortened version of the Triple Constraint model says:		The shortened version of the Triple Constraint model says:
	“cheap, fast or good? – choose two”		“cheap, fast or good? – choose two”
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	In conclusion, the success criteria of project management should include the objectives of all stakeholders throughout the project life cycle and at all levels in the project management process. Stakeholders have different ideas as to which factors are the most important, which creates a greater challenge. Additionally, by adding more constraints to the traditional Triple Constraint model, there will also potentially be added more risks. The project manager/team needs to handle this by balancing the constraints and demands, through a proactive communication with stakeholders. Finally, with a multitude of objectives, it is somewhat possible for the project manager/team to create an illusion of the requirements of project success.		In conclusion, the success criteria of project management should include the objectives of all stakeholders throughout the project life cycle and at all levels in the project management process. Stakeholders have different ideas as to which factors are the most important, which creates a greater challenge. Additionally, by adding more constraints to the traditional Triple Constraint model, there will also potentially be added more risks. The project manager/team needs to handle this by balancing the constraints and demands, through a proactive communication with stakeholders. Finally, with a multitude of objectives, it is somewhat possible for the project manager/team to create an illusion of the requirements of project success.


	== Annotated bibliography ==		== Annotated bibliography ==

S172048: /* Application */

2018-02-19T16:07:02Z

Application

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	According to PMBOK® Guide the definition of constraint is <ref name="PMBOK">({{cite news \| first=Carl \| title= Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)}})</ref>: “''A limiting factor that affects the execution of a project or process''”. The constraint can be both internal and external to a project, but will in some way affect the performance of a project.		According to PMBOK® Guide the definition of constraint is <ref name="PMBOK">({{cite news \| first=Carl \| title= Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)}})</ref>: “''A limiting factor that affects the execution of a project or process''”. The constraint can be both internal and external to a project, but will in some way affect the performance of a project.

	=== The relationship between the three constraints ===		==== The relationship between the three constraints ====
	[[File:i.jpg\|500px\|thumb\|Figure 1: Triple Constrain]]		[[File:i.jpg\|500px\|thumb\|Figure 1: Triple Constrain]]

S172048: /* The relationship between the three constraints */

2018-02-19T16:06:49Z

The relationship between the three constraints

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	According to PMBOK® Guide the definition of constraint is <ref name="PMBOK">({{cite news \| first=Carl \| title= Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)}})</ref>: “''A limiting factor that affects the execution of a project or process''”. The constraint can be both internal and external to a project, but will in some way affect the performance of a project.		According to PMBOK® Guide the definition of constraint is <ref name="PMBOK">({{cite news \| first=Carl \| title= Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)}})</ref>: “''A limiting factor that affects the execution of a project or process''”. The constraint can be both internal and external to a project, but will in some way affect the performance of a project.

	=== The relationship between the three constraints ===		=== The relationship between the three constraints ===
	[[File:i.jpg\|500px\|thumb\|Figure 1: Triple Constrain]]		[[File:i.jpg\|500px\|thumb\|Figure 1: Triple Constrain]]