http://13.50.150.85/index.php?action=history&feed=atom&title=Iron_Triangle 2026-07-16T14:45:45Z Revision history for this page on the wiki MediaWiki 1.43.3 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92982&oldid=prev 2021-02-24T16:57:54Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:57, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l105">Line 105:</td> <td colspan="2" class="diff-lineno">Line 105:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Maylor, H., (2010): &#039;&#039;Project management&#039;&#039;, Chapter 4</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Maylor, H., (2010): &#039;&#039;Project management&#039;&#039;, Chapter 4</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>:: The book has a description of the Iron Triangle with great examples of real projects executed. In chapter 4, it is explained how a project can be placed in the triangle, and what the position means for the process. Furthermore, it describes the three pillars, their benefits in project management and their limitations. It is discussed when it is useful to involve the model and phases of projects where it makes less sense. Furthermore, it describes the Iron Triangles relation to an organisation’s strategy and how it is desired to deliver a project as fast and cheap as possible with a high quality.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>:: The book has a description of the Iron Triangle with great examples of real projects executed. In chapter 4, it is explained how a project can be placed in the triangle, and what the position means for the process. Furthermore, it describes the three pillars, their benefits in project management and their limitations. It is discussed when it is useful to involve the model and phases of projects where it makes less sense. Furthermore, it describes the Iron Triangles relation to an organisation’s strategy and how it is desired to deliver a project as fast and cheap as possible with a high quality <ins style="font-weight: bold; text-decoration: none;">&lt;ref name="Maylor"&gt; Maylor, H., (2010): Project management, Chapter 4&lt;/ref&gt;</ins>.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Caccamese, A. &amp; Bragantini, D. (2012): &#039;&#039;Beyond the iron triangle: year zero&#039;&#039;, Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Caccamese, A. &amp; Bragantini, D. (2012): &#039;&#039;Beyond the iron triangle: year zero&#039;&#039;, Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>:: This paper explains how the Iron Triangle is traditionally used, but it is focusing on the limitations of the model, as the three ground pillars are not enough to determine on the success of a project or management. It communicates the need for softer factors, which are less measurable. It discusses why it is an advantageous to expand the model with more corners or dimensions. Additionally, the definition of successful projects and management of projects are defined according to the PMI Standard. This is also described in relation to the project, programme and portfolio management.  </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>:: This paper explains how the Iron Triangle is traditionally used, but it is focusing on the limitations of the model, as the three ground pillars are not enough to determine on the success of a project or management. It communicates the need for softer factors, which are less measurable. It discusses why it is an advantageous to expand the model with more corners or dimensions. Additionally, the definition of successful projects and management of projects are defined according to the PMI Standard. This is also described in relation to the project, programme and portfolio management <ins style="font-weight: bold; text-decoration: none;">&lt;ref name="link"&gt; Caccamese, A. &amp; 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, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381&lt;/ref&gt;</ins>.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92981&oldid=prev 2021-02-24T16:57:05Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:57, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l90">Line 90:</td> <td colspan="2" class="diff-lineno">Line 90:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>&lt;/ref&gt;. All projects are unique, thus a selection of tools in a broad toolbox is needed as all projects must be managed individually.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>&lt;/ref&gt;. All projects are unique, thus a selection of tools in a broad toolbox is needed as all projects must be managed individually.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is developed based on theory and was later implemented practical. When exploring the tool in project management, an emergent acknowledgement of the consequence of stakeholder relationships and influence arose. The success is thereby not only determined by the three constraints, time, cost and quality, but the stakeholders’ perception of a successful project and <del style="font-weight: bold; text-decoration: none;">expatiations </del>to the project are important as well &lt;ref name="Van"&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): ''Theory of the Triple Constraint – A Conceptual Review'', Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;.  </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is developed based on theory and was later implemented practical. When exploring the tool in project management, an emergent acknowledgement of the consequence of stakeholder relationships and influence arose. The success is thereby not only determined by the three constraints, time, cost and quality, but the stakeholders’ perception of a successful project and <ins style="font-weight: bold; text-decoration: none;">expectations </ins>to the project are important as well &lt;ref name="Van"&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): ''Theory of the Triple Constraint – A Conceptual Review'', Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Thus, the Iron Triangle is an unfinished model that simplifies the path towards a final project &lt;ref name=&quot; Atkinson &quot;&gt;Atkinson, R. (1999): &#039;&#039;Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria&#039;&#039;, International Journal of Project Management, DOI:10.1016/S0263-7863(98)00069-6&lt;/ref&gt; &lt;ref name=&quot;Pollack&quot;&gt; Pollack, J., Helm, J. &amp; Adler, D. (2018): &#039;&#039;What is the Iron Triangle, and how has it changed?&#039;&#039; International Journal of Managing Projects in Business, 11(2), 527-547.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Thus, the Iron Triangle is an unfinished model that simplifies the path towards a final project &lt;ref name=&quot; Atkinson &quot;&gt;Atkinson, R. (1999): &#039;&#039;Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria&#039;&#039;, International Journal of Project Management, DOI:10.1016/S0263-7863(98)00069-6&lt;/ref&gt; &lt;ref name=&quot;Pollack&quot;&gt; Pollack, J., Helm, J. &amp; Adler, D. (2018): &#039;&#039;What is the Iron Triangle, and how has it changed?&#039;&#039; International Journal of Managing Projects in Business, 11(2), 527-547.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>&lt;/ref&gt;, as there are many factors affecting and controlling a project. The success of a project will also be evaluated based on the less task related factors as the benefits for the customer and end-user. Along with this, a project will always exist in a context defined by laws and regulations, business strategies, the stakeholders’ needs and a demand for creating or improving something. Furthermore, individual motivation and communication in team is important to execute a positive project outcome &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>&lt;/ref&gt;, as there are many factors affecting and controlling a project. The success of a project will also be evaluated based on the less task related factors as the benefits for the customer and end-user. Along with this, a project will always exist in a context defined by laws and regulations, business strategies, the stakeholders’ needs and a demand for creating or improving something. Furthermore, individual motivation and communication in team is important to execute a positive project outcome &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;.  </div></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92979&oldid=prev 2021-02-24T16:55:32Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:55, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l79">Line 79:</td> <td colspan="2" class="diff-lineno">Line 79:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Project management is driven by the benefits, planning, delivering and controlling the risk and the project within the boundaries identified for time, cost, quality and scope. This way the project manager can measure the success of the project management if it is executed right regarding the estimations in the Iron Triangle. If the project works within a programme, the project must also accomplish the requirements set within the sample of projects. In relation to this, the projects’ ground pillars can also be controlled by the overall programme management, where the success is determined on foundation of whether it was the correct project to carry out. Thus, if the project also delivers benefits for the organisation. The programme can be a part of a portfolio, which has an overall strategy. The time, cost, quality and scope must therefore operate within this, e.g. growth of profitability, reach the Sustainable Development Goals etc. &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=&quot; AXELOS &quot;&gt; AXELOS (2017): &#039;&#039;Managing Successful Projects with PRINCE2&#039;&#039;, 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041&lt;/ref&gt; &lt;ref name=&quot;link&quot;&gt; Caccamese, A. &amp; 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, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381&lt;/ref&gt;.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Project management is driven by the benefits, planning, delivering and controlling the risk and the project within the boundaries identified for time, cost, quality and scope. This way the project manager can measure the success of the project management if it is executed right regarding the estimations in the Iron Triangle. If the project works within a programme, the project must also accomplish the requirements set within the sample of projects. In relation to this, the projects’ ground pillars can also be controlled by the overall programme management, where the success is determined on foundation of whether it was the correct project to carry out. Thus, if the project also delivers benefits for the organisation. The programme can be a part of a portfolio, which has an overall strategy. The time, cost, quality and scope must therefore operate within this, e.g. growth of profitability, reach the Sustainable Development Goals etc. &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=&quot; AXELOS &quot;&gt; AXELOS (2017): &#039;&#039;Managing Successful Projects with PRINCE2&#039;&#039;, 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041&lt;/ref&gt; &lt;ref name=&quot;link&quot;&gt; Caccamese, A. &amp; 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, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381&lt;/ref&gt;.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>All first estimations of the Iron Triangle must be reconsidered through the project. Estimations are often too optimistic. Thus, many projects fail to deliver within the frame set in the beginning. Furthermore, the business strategy or the stakeholders’ needs can change during the project.  </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>All first estimations of the Iron Triangle must be reconsidered through the project. Estimations are often too optimistic. Thus, many projects fail to deliver within the frame set in the beginning. Furthermore, the business strategy or the stakeholders’ needs can change during the project <ins style="font-weight: bold; text-decoration: none;">&lt;ref name="Maylor"&gt; Maylor, H., (2010): Project management, Chapter 4&lt;/ref&gt;</ins>.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The primary focus on the model changes over time as the project is moving regardless of the priorities and requirements set. In the beginning of a project the time is often the most important one. If the quality is the most important requirement and the time and cost are decided according to this, the time will still be in the primary position when beginning the project. The schedule is in focus in the beginning, needed to start the tasks. It is defined how long the project will take place and milestones are outlined. Through the project the cost will have the primary focus, determining how appearing challenges will be handled. It needs to be decided what can be carried out based on the cost. All this with the final result in mind. When a project has ended, the quality will be in focus, and the success of the process and result will be determined &lt;ref name=&quot;Flyvbjerg&quot;&gt; Flybjerg, B. (2011): &#039;&#039;Over Budget, Over Time, Over and Over Again&#039;&#039;, From Peter W. G., Morris, Jeffery K. Pinto, and Jones Söderlund (2011): The Oxford Handbook of Project Management (Oxford University Press.), pp. 321-344&lt;/ref&gt; &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=&quot;Van&quot;&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): &#039;&#039;Theory of the Triple Constraint – A Conceptual Review&#039;&#039;, Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The primary focus on the model changes over time as the project is moving regardless of the priorities and requirements set. In the beginning of a project the time is often the most important one. If the quality is the most important requirement and the time and cost are decided according to this, the time will still be in the primary position when beginning the project. The schedule is in focus in the beginning, needed to start the tasks. It is defined how long the project will take place and milestones are outlined. Through the project the cost will have the primary focus, determining how appearing challenges will be handled. It needs to be decided what can be carried out based on the cost. All this with the final result in mind. When a project has ended, the quality will be in focus, and the success of the process and result will be determined &lt;ref name=&quot;Flyvbjerg&quot;&gt; Flybjerg, B. (2011): &#039;&#039;Over Budget, Over Time, Over and Over Again&#039;&#039;, From Peter W. G., Morris, Jeffery K. Pinto, and Jones Söderlund (2011): The Oxford Handbook of Project Management (Oxford University Press.), pp. 321-344&lt;/ref&gt; &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=&quot;Van&quot;&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): &#039;&#039;Theory of the Triple Constraint – A Conceptual Review&#039;&#039;, Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Along with constantly changing the model, it is crucial to communicate with the important stakeholders. The project cannot be placed in the triangle without a defined strategy for the overall project and the organisation. The project manager must ensure to inform all stakeholders and make sure that they have agreed on the right basis. The strategy must be discussed with the stakeholders, often being the customer and users. However, the stakeholders might not always know what they want or what they actually need. Thus, the project manager must be ready to change the scope and the boundaries. Change in scope will increase time or cost. Thereby, there must be a certain flexibility of the position in the Iron Triangle. This way the project manager can ensure that the final result will live up to the different stakeholders’ desires. Otherwise the project can easily get off road and end up being unsuccessful, as the quote from the PMI Standard A Guide to the Project Management Body of Knowledge states &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;:  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Along with constantly changing the model, it is crucial to communicate with the important stakeholders. The project cannot be placed in the triangle without a defined strategy for the overall project and the organisation. The project manager must ensure to inform all stakeholders and make sure that they have agreed on the right basis. The strategy must be discussed with the stakeholders, often being the customer and users. However, the stakeholders might not always know what they want or what they actually need. Thus, the project manager must be ready to change the scope and the boundaries. Change in scope will increase time or cost. Thereby, there must be a certain flexibility of the position in the Iron Triangle. This way the project manager can ensure that the final result will live up to the different stakeholders’ desires. Otherwise the project can easily get off road and end up being unsuccessful, as the quote from the PMI Standard A Guide to the Project Management Body of Knowledge states &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;:  </div></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92978&oldid=prev 2021-02-24T16:53:28Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:53, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l56">Line 56:</td> <td colspan="2" class="diff-lineno">Line 56:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It seems that the dependency between the three ground pillars increases when the project is complex and unmanaged uncertainties occurs. Therefore, a prioritising must be executed to be able to run the project &lt;ref name=&quot;Maylor&quot;&gt; Maylor, H., (2010): Project management, Chapter 4&lt;/ref&gt;.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It seems that the dependency between the three ground pillars increases when the project is complex and unmanaged uncertainties occurs. Therefore, a prioritising must be executed to be able to run the project &lt;ref name=&quot;Maylor&quot;&gt; Maylor, H., (2010): Project management, Chapter 4&lt;/ref&gt;.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The project is often placed in the triangle with a symbol to illustrate its prioritising. The project can be positioned in one of the corners, if one factor is more determining than others, or closer to the middle, where all factors are balanced. However, no project must be placed in the middle, as this will overcomplicate the project and make it unnecessarily difficult to make a decision.   </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The project is often placed in the triangle with a symbol to illustrate its prioritising. The project can be positioned in one of the corners, if one factor is more determining than others, or closer to the middle, where all factors are balanced. However, no project must be placed in the middle, as this will overcomplicate the project and make it unnecessarily difficult to make a decision <ins style="font-weight: bold; text-decoration: none;">&lt;ref name="Maylor"&gt; Maylor, H., (2010): Project management, Chapter 4&lt;/ref&gt;</ins>.   </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>When managing a large project, it can be efficient to choose one or two of the pillars as the leading one with the highest priority. Thus, when new aspects and uncertainties appear it is easy to decide on the forward path for the project. An example is, if the project is depending highly on adhere to the budget and challenges arise, then the time must be expanded and/or the quality of the intended result must be inferior.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>When managing a large project, it can be efficient to choose one or two of the pillars as the leading one with the highest priority. Thus, when new aspects and uncertainties appear it is easy to decide on the forward path for the project. An example is, if the project is depending highly on adhere to the budget and challenges arise, then the time must be expanded and/or the quality of the intended result must be inferior.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Showed in the illustration, the project is placed close to the quality corner in the Iron Triangle. As a consequence of the quality priority project, the cost is high, and time is long. If the project is two pillar prioritised it is as illustrated in the figure beside. Then quality and cost are the demanding constraints. If the quality must be high and the budget low, then the time must expand significantly &lt;ref name=&quot; AXELOS &quot;&gt; AXELOS (2017): &#039;&#039;Managing Successful Projects with PRINCE2&#039;&#039;, 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Showed in the illustration, the project is placed close to the quality corner in the Iron Triangle. As a consequence of the quality priority project, the cost is high, and time is long. If the project is two pillar prioritised it is as illustrated in the figure beside. Then quality and cost are the demanding constraints. If the quality must be high and the budget low, then the time must expand significantly &lt;ref name=&quot; AXELOS &quot;&gt; AXELOS (2017): &#039;&#039;Managing Successful Projects with PRINCE2&#039;&#039;, 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041</div></td></tr> <tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l77">Line 77:</td> <td colspan="2" class="diff-lineno">Line 77:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This might be a simple task to do when defining the project. However, uncertainties can appear, which displaces the project in the triangle concerning the boundaries. Furthermore, there is a naturally limit of all constraints. Therefore, the time, cost or quality cannot be infinite expanded or lowered &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This might be a simple task to do when defining the project. However, uncertainties can appear, which displaces the project in the triangle concerning the boundaries. Furthermore, there is a naturally limit of all constraints. Therefore, the time, cost or quality cannot be infinite expanded or lowered &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Project management is driven by the benefits, planning, delivering and controlling the risk and the project within the boundaries identified for time, cost, quality and scope. This way the project manager can measure the success of the project management if it is executed right regarding the estimations in the Iron Triangle. If the project works within a programme, the project must also accomplish the requirements set within the sample of projects. In relation to this, the projects’ ground pillars can also be controlled by the overall programme management, where the success is determined on foundation of whether it was the correct project to carry out. Thus, if the project also delivers benefits for the organisation. The programme can be a part of a portfolio, which has an overall strategy. The time, cost, quality and scope must therefore operate within this, e.g. growth of profitability, reach the Sustainable Development Goals etc. &lt;ref name="PMI"&gt; P.M.I. (2017): ''A Guide to the Project Management Body of Knowledge'', 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=" AXELOS "&gt; AXELOS (2017): ''Managing Successful Projects with PRINCE2'', 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041&lt;/ref&gt; &lt;ref name="link"&gt; Caccamese, A. &amp; 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, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381&lt;/ref&gt;<del style="font-weight: bold; text-decoration: none;">.</del>.  </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Project management is driven by the benefits, planning, delivering and controlling the risk and the project within the boundaries identified for time, cost, quality and scope. This way the project manager can measure the success of the project management if it is executed right regarding the estimations in the Iron Triangle. If the project works within a programme, the project must also accomplish the requirements set within the sample of projects. In relation to this, the projects’ ground pillars can also be controlled by the overall programme management, where the success is determined on foundation of whether it was the correct project to carry out. Thus, if the project also delivers benefits for the organisation. The programme can be a part of a portfolio, which has an overall strategy. The time, cost, quality and scope must therefore operate within this, e.g. growth of profitability, reach the Sustainable Development Goals etc. &lt;ref name="PMI"&gt; P.M.I. (2017): ''A Guide to the Project Management Body of Knowledge'', 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=" AXELOS "&gt; AXELOS (2017): ''Managing Successful Projects with PRINCE2'', 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041&lt;/ref&gt; &lt;ref name="link"&gt; Caccamese, A. &amp; 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, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381&lt;/ref&gt;.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>All first estimations of the Iron Triangle must be reconsidered through the project. Estimations are often too optimistic. Thus, many projects fail to deliver within the frame set in the beginning. Furthermore, the business strategy or the stakeholders’ needs can change during the project.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>All first estimations of the Iron Triangle must be reconsidered through the project. Estimations are often too optimistic. Thus, many projects fail to deliver within the frame set in the beginning. Furthermore, the business strategy or the stakeholders’ needs can change during the project.  </div></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92977&oldid=prev 2021-02-24T16:52:43Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:52, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l77">Line 77:</td> <td colspan="2" class="diff-lineno">Line 77:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This might be a simple task to do when defining the project. However, uncertainties can appear, which displaces the project in the triangle concerning the boundaries. Furthermore, there is a naturally limit of all constraints. Therefore, the time, cost or quality cannot be infinite expanded or lowered &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This might be a simple task to do when defining the project. However, uncertainties can appear, which displaces the project in the triangle concerning the boundaries. Furthermore, there is a naturally limit of all constraints. Therefore, the time, cost or quality cannot be infinite expanded or lowered &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Project management is driven by the benefits, planning, delivering and controlling the risk and the project within the boundaries identified for time, cost, quality and scope. This way the project manager can measure the success of the project management if it is executed right regarding the estimations in the Iron Triangle. If the project works within a programme, the project must also accomplish the requirements set within the sample of projects. In relation to this, the projects’ ground pillars can also be controlled by the overall programme management, where the success is determined on foundation of whether it was the correct project to carry out. Thus, if the project also delivers benefits for the organisation. The programme can be a part of a portfolio, which has an overall strategy. The time, cost, quality and scope must therefore operate within this, e.g. growth of profitability, reach the Sustainable Development Goals etc. &lt;ref name="PMI"&gt; P.M.I. (2017): ''A Guide to the Project Management Body of Knowledge'', 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=" AXELOS "&gt; AXELOS (2017): ''Managing Successful Projects with PRINCE2'', 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Project management is driven by the benefits, planning, delivering and controlling the risk and the project within the boundaries identified for time, cost, quality and scope. This way the project manager can measure the success of the project management if it is executed right regarding the estimations in the Iron Triangle. If the project works within a programme, the project must also accomplish the requirements set within the sample of projects. In relation to this, the projects’ ground pillars can also be controlled by the overall programme management, where the success is determined on foundation of whether it was the correct project to carry out. Thus, if the project also delivers benefits for the organisation. The programme can be a part of a portfolio, which has an overall strategy. The time, cost, quality and scope must therefore operate within this, e.g. growth of profitability, reach the Sustainable Development Goals etc. &lt;ref name="PMI"&gt; P.M.I. (2017): ''A Guide to the Project Management Body of Knowledge'', 6th edition, Project Management Institute&lt;/ref&gt; &lt;ref name=" AXELOS "&gt; AXELOS (2017): ''Managing Successful Projects with PRINCE2'', 2017 Edition, The Stationery Office Ltd, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041&lt;/ref&gt; <ins style="font-weight: bold; text-decoration: none;">&lt;ref name="link"&gt; Caccamese, A. &amp; 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, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381&lt;/ref&gt;.</ins>.  </div></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>&lt;/ref&gt;.  </div></td><td colspan="2" class="diff-side-added"></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>All first estimations of the Iron Triangle must be reconsidered through the project. Estimations are often too optimistic. Thus, many projects fail to deliver within the frame set in the beginning. Furthermore, the business strategy or the stakeholders’ needs can change during the project.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>All first estimations of the Iron Triangle must be reconsidered through the project. Estimations are often too optimistic. Thus, many projects fail to deliver within the frame set in the beginning. Furthermore, the business strategy or the stakeholders’ needs can change during the project.  </div></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92976&oldid=prev 2021-02-24T16:52:02Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:52, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l66">Line 66:</td> <td colspan="2" class="diff-lineno">Line 66:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Even though, the quality might tell something about the final result. This tool is mainly focusing on the project process. It communicates the success of the process carried out, but very little of the final result’s further path. The Iron Triangle cannot be used to measure the benefits or the user satisfaction. Thus, it is important to use this tool along other management tools to create a fully successful process and result &lt;ref name=&quot;Pinto&quot;&gt; Pinto, M. and Pinto, J. (1991): &#039;&#039;Determinants of cross-functional cooperation in the project implementation Process&#039;&#039;, Project Management Journal, 20(4): 15–20&lt;/ref&gt;.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Even though, the quality might tell something about the final result. This tool is mainly focusing on the project process. It communicates the success of the process carried out, but very little of the final result’s further path. The Iron Triangle cannot be used to measure the benefits or the user satisfaction. Thus, it is important to use this tool along other management tools to create a fully successful process and result &lt;ref name=&quot;Pinto&quot;&gt; Pinto, M. and Pinto, J. (1991): &#039;&#039;Determinants of cross-functional cooperation in the project implementation Process&#039;&#039;, Project Management Journal, 20(4): 15–20&lt;/ref&gt;.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is a commonly used tool when managing a project for many decades. However, modifications of the Iron Triangle have been developed. A new version of the tool contains six pillars, whilst others have added a third dimension to the triangle, where softer and less measurable aspects are present, e.g. value for customer, value for the project team etc.  </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is a commonly used tool when managing a project for many decades. However, modifications of the Iron Triangle have been developed. A new version of the tool contains six pillars, whilst others have added a third dimension to the triangle, where softer and less measurable aspects are present, e.g. value for customer, value for the project team etc<ins style="font-weight: bold; text-decoration: none;">. &lt;ref name="link"&gt; Caccamese, A. &amp; 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, https://www.pmi.org/learning/library/beyond-iron-triangle-year-zero-6381&lt;/ref&gt;</ins>.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92975&oldid=prev 2021-02-24T16:51:04Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:51, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l54">Line 54:</td> <td colspan="2" class="diff-lineno">Line 54:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The three pillars are dependent on each other, but also very conflicting &lt;ref name=&quot;Van&quot;&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): &#039;&#039;Theory of the Triple Constraint – A Conceptual Review&#039;&#039;, Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;. An example is, if the cost of the total project is low it will affect the time being used on the project as well as the quality of the final delivery. Not all three constraints can be as low/best as possible. Furthermore, when adjusting one of the pillars it will affect the other two, if not to expand the bounds. Today projects should be delivered within a short timeframe, at a tight budget and thereby with cheap resources and still deliver an acceptable product &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;. In this example the project would be placed between the cost and time in the Iron Triangle. This illustrates the conflict between the opposite constraints, where the project manager and the customer must decide on which factor is the most important.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The three pillars are dependent on each other, but also very conflicting &lt;ref name=&quot;Van&quot;&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): &#039;&#039;Theory of the Triple Constraint – A Conceptual Review&#039;&#039;, Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;. An example is, if the cost of the total project is low it will affect the time being used on the project as well as the quality of the final delivery. Not all three constraints can be as low/best as possible. Furthermore, when adjusting one of the pillars it will affect the other two, if not to expand the bounds. Today projects should be delivered within a short timeframe, at a tight budget and thereby with cheap resources and still deliver an acceptable product &lt;ref name=&quot;PMI&quot;&gt; P.M.I. (2017): &#039;&#039;A Guide to the Project Management Body of Knowledge&#039;&#039;, 6th edition, Project Management Institute&lt;/ref&gt;. In this example the project would be placed between the cost and time in the Iron Triangle. This illustrates the conflict between the opposite constraints, where the project manager and the customer must decide on which factor is the most important.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>   </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>   </div></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>It seems that the dependency between the three ground pillars increases when the project is complex and unmanaged uncertainties occurs. Therefore, a prioritising must be executed to be able to run the project.  </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>It seems that the dependency between the three ground pillars increases when the project is complex and unmanaged uncertainties occurs. Therefore, a prioritising must be executed to be able to run the project <ins style="font-weight: bold; text-decoration: none;">&lt;ref name="Maylor"&gt; Maylor, H., (2010): Project management, Chapter 4&lt;/ref&gt;</ins>.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The project is often placed in the triangle with a symbol to illustrate its prioritising. The project can be positioned in one of the corners, if one factor is more determining than others, or closer to the middle, where all factors are balanced. However, no project must be placed in the middle, as this will overcomplicate the project and make it unnecessarily difficult to make a decision.   </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The project is often placed in the triangle with a symbol to illustrate its prioritising. The project can be positioned in one of the corners, if one factor is more determining than others, or closer to the middle, where all factors are balanced. However, no project must be placed in the middle, as this will overcomplicate the project and make it unnecessarily difficult to make a decision.   </div></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92974&oldid=prev 2021-02-24T16:49:52Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:49, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l64">Line 64:</td> <td colspan="2" class="diff-lineno">Line 64:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Another example can be a organisation releasing a new medical device. Here the deadline is also very important, as they want to be the first on the market as well as market leaders. Furthermore, they cannot compromise on the quality as it is a medical device. Then the project is time and quality prioritised. Thereby, the only boundary the organisation can adjust is the total cost of the project. If problems occur the budget must be enlarged. This will cause a lower final profit for the organisation, if they are not able to raise the price on the absolute product.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Another example can be a organisation releasing a new medical device. Here the deadline is also very important, as they want to be the first on the market as well as market leaders. Furthermore, they cannot compromise on the quality as it is a medical device. Then the project is time and quality prioritised. Thereby, the only boundary the organisation can adjust is the total cost of the project. If problems occur the budget must be enlarged. This will cause a lower final profit for the organisation, if they are not able to raise the price on the absolute product.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Even though, the quality might tell something about the final result<del style="font-weight: bold; text-decoration: none;">, this </del>tool is mainly focusing on the project process. It communicates the success of the process carried out, but very little of the final result’s further path. The Iron Triangle cannot be used to measure the benefits or the user satisfaction. Thus, it is important to use this tool along other management tools to create a fully successful process and result &lt;ref name="Pinto"&gt; Pinto, M. and Pinto, J. (1991): ''Determinants of cross-functional cooperation in the project implementation Process'', Project Management Journal, 20(4): 15–20&lt;/ref&gt;.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Even though, the quality might tell something about the final result<ins style="font-weight: bold; text-decoration: none;">. This </ins>tool is mainly focusing on the project process. It communicates the success of the process carried out, but very little of the final result’s further path. The Iron Triangle cannot be used to measure the benefits or the user satisfaction. Thus, it is important to use this tool along other management tools to create a fully successful process and result &lt;ref name="Pinto"&gt; Pinto, M. and Pinto, J. (1991): ''Determinants of cross-functional cooperation in the project implementation Process'', Project Management Journal, 20(4): 15–20&lt;/ref&gt;.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is a commonly used tool when managing a project for many decades. However, modifications of the Iron Triangle have been developed. A new version of the tool contains six pillars, whilst others have added a third dimension to the triangle, where softer and less measurable aspects are present, e.g. value for customer, value for the project team etc.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is a commonly used tool when managing a project for many decades. However, modifications of the Iron Triangle have been developed. A new version of the tool contains six pillars, whilst others have added a third dimension to the triangle, where softer and less measurable aspects are present, e.g. value for customer, value for the project team etc.  </div></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92973&oldid=prev 2021-02-24T16:47:35Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:47, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l64">Line 64:</td> <td colspan="2" class="diff-lineno">Line 64:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Another example can be a organisation releasing a new medical device. Here the deadline is also very important, as they want to be the first on the market as well as market leaders. Furthermore, they cannot compromise on the quality as it is a medical device. Then the project is time and quality prioritised. Thereby, the only boundary the organisation can adjust is the total cost of the project. If problems occur the budget must be enlarged. This will cause a lower final profit for the organisation, if they are not able to raise the price on the absolute product.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Another example can be a organisation releasing a new medical device. Here the deadline is also very important, as they want to be the first on the market as well as market leaders. Furthermore, they cannot compromise on the quality as it is a medical device. Then the project is time and quality prioritised. Thereby, the only boundary the organisation can adjust is the total cost of the project. If problems occur the budget must be enlarged. This will cause a lower final profit for the organisation, if they are not able to raise the price on the absolute product.  </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Even though, the quality might tell something about the final result<del style="font-weight: bold; text-decoration: none;">. This </del>tool is mainly focusing on the project process. It communicates the success of the process carried out, but very little of the final result’s further path. The Iron Triangle cannot be used to measure the benefits or the user satisfaction. Thus, it is important to use this tool along other management tools to create a fully successful process and result &lt;ref name="Pinto"&gt; Pinto, M. and Pinto, J. (1991): ''Determinants of cross-functional cooperation in the project implementation Process'', Project Management Journal, 20(4): 15–20&lt;/ref&gt;.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Even though, the quality might tell something about the final result<ins style="font-weight: bold; text-decoration: none;">, this </ins>tool is mainly focusing on the project process. It communicates the success of the process carried out, but very little of the final result’s further path. The Iron Triangle cannot be used to measure the benefits or the user satisfaction. Thus, it is important to use this tool along other management tools to create a fully successful process and result &lt;ref name="Pinto"&gt; Pinto, M. and Pinto, J. (1991): ''Determinants of cross-functional cooperation in the project implementation Process'', Project Management Journal, 20(4): 15–20&lt;/ref&gt;.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is a commonly used tool when managing a project for many decades. However, modifications of the Iron Triangle have been developed. A new version of the tool contains six pillars, whilst others have added a third dimension to the triangle, where softer and less measurable aspects are present, e.g. value for customer, value for the project team etc.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The Iron Triangle is a commonly used tool when managing a project for many decades. However, modifications of the Iron Triangle have been developed. A new version of the tool contains six pillars, whilst others have added a third dimension to the triangle, where softer and less measurable aspects are present, e.g. value for customer, value for the project team etc.  </div></td></tr> </table>

S163884 http://13.50.150.85/index.php?title=Iron_Triangle&diff=92956&oldid=prev 2021-02-24T16:31:24Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 16:31, 24 February 2021</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l52">Line 52:</td> <td colspan="2" class="diff-lineno">Line 52:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>&#039;&#039;&#039;The ground pillars dependence&#039;&#039;&#039;</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>&#039;&#039;&#039;The ground pillars dependence&#039;&#039;&#039;</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The three pillars are dependent on each other, but also very conflicting &lt;ref name="Van"&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): ''Theory of the Triple Constraint – A Conceptual Review'', Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;. An example is, if the cost of the total project is low it will affect the time being used on the project as well as the quality of the final delivery. Not all three constraints can be as low/best as possible. Furthermore, when adjusting one <del style="font-weight: bold; text-decoration: none;">of the </del>of the pillars it will affect the other two, if not to expand the bounds. Today projects should be delivered within a short timeframe, at a tight budget and thereby with cheap resources and still deliver an acceptable product &lt;ref name="PMI"&gt; P.M.I. (2017): ''A Guide to the Project Management Body of Knowledge'', 6th edition, Project Management Institute&lt;/ref&gt;. In this example the project would be placed between the cost and time in the Iron Triangle. This illustrates the conflict between the opposite constraints, where the project manager and the customer must decide on which factor is the most important.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The three pillars are dependent on each other, but also very conflicting &lt;ref name="Van"&gt; Van Wyngaard, C., Pretorius, J. and Pretorius, L. (2012): ''Theory of the Triple Constraint – A Conceptual Review'', Proceedings of the 2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEE Conference Publications: 1991-1997&lt;/ref&gt;. An example is, if the cost of the total project is low it will affect the time being used on the project as well as the quality of the final delivery. Not all three constraints can be as low/best as possible. Furthermore, when adjusting one of the pillars it will affect the other two, if not to expand the bounds. Today projects should be delivered within a short timeframe, at a tight budget and thereby with cheap resources and still deliver an acceptable product &lt;ref name="PMI"&gt; P.M.I. (2017): ''A Guide to the Project Management Body of Knowledge'', 6th edition, Project Management Institute&lt;/ref&gt;. In this example the project would be placed between the cost and time in the Iron Triangle. This illustrates the conflict between the opposite constraints, where the project manager and the customer must decide on which factor is the most important.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>   </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>   </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It seems that the dependency between the three ground pillars increases when the project is complex and unmanaged uncertainties occurs. Therefore, a prioritising must be executed to be able to run the project.  </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It seems that the dependency between the three ground pillars increases when the project is complex and unmanaged uncertainties occurs. Therefore, a prioritising must be executed to be able to run the project.  </div></td></tr> </table>

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