Project Constraint Models - Triple Constraint

In my preparation for understanding this topic, I've used different internet resources which include Enterprise PM. However, there are many different theories around how projects are structure. Throughout my research, I found that many theories are built up and refined versions of the triple constraint, or tri-lemma, and could be a good base in pursuing a higher understanding of project constraints. Such alternatives which are readily discussed are the diamond constraint model, or quadruple constraint model, the PMBOK star, and the PMBOK 9 knowledge areas.

The third constraint is scope, or the nature of the project. In order to define a project, there is a need to understand how the project will live as an entity in itself and the role which it is fulfilling. To begin with understanding the nature of scope, consider “use cases” or the tasks which the project would fulfill. The “use cases” come attached with requirements which are necessary for implementation. This duality means that the project system will be well defined and structured from conception.

One of the most important factors with using this model is the principle of balance. If any of the areas of the triangle are not well defined, there will likely be consequences which hamper your team’s ability to perform. This implies that the model which is being implemented must have some degree of flexibility to sudden changes. As one of the points of the triangle expands, in order to maintain its structure, the other sides must also expand. They are all related in principle and are necessary components of any project.

With each of these aspects of the project aligned, the ability to meet consumer expectations is accomplished. Consumer expectations are the key factor in the design of any project and are the culmination of what project managers have been working towards.

The Triple Constraint: Tri-lemmas

In the conception of any project, certain measures must be taken to include the full aspect of the issues. One of the methods which can be applied to capture the traits of the project is called the “triple constraint”, though this has recently been expanded to the project management diamond, we will continue with the triple constraint for simplicity.

The first of the constraints is the cost. This could include the money that is spent on the project as a whole. The issues of cost management are those which directly relate to the explicit and implicit resources which are employed to convert an idea into a project. The costs may not be strictly monetary, but may include the sacrifices which you must make, which are considered to be “opportunity costs”, or the cost of next greatest alternative. If the cost of a project does not exceed the opportunity cost, the project should be rethought in order to provide the most benefit to all parties.

The second of the constraints is labeled as time, or scheduling. When considering the nature of projects, there is generally some deadline for which the project needs in order to be well-defined. This allows for inclusion of any concerns which may apply to the project at hand such as weather constraints or human issues which imply limitations on resources. This provides the link between cost and time.

The third constraint is scope, or the nature of the project. In order to define a project, there is a need to understand how the project will live as an entity in itself and the role which it is fulfilling. To begin with understanding the nature of scope, consider “use cases” or the tasks which the project would fulfill. The “use cases” come attached with requirements which are necessary for implementation. This duality means that the project system will be well defined and structured from conception.

One of the most important factors with using this model is the principle of balance. If any of the areas of the triangle are not well defined, there will likely be consequences which hamper your team’s ability to perform. In some interpretations, as you try to increase your ability in two of the areas, you must sacrifice the other area. This implies that the model which is being implemented must have some degree of flexibility to sudden changes. As one of the points of the triangle expands, in order to maintain its structure, the other sides must also expand. They are all related in principle and are necessary components of any project.

With each of these aspects of the project aligned, the ability to meet consumer expectations is accomplished. Consumer expectations are the key factor in the design of any project and are the culmination of what project managers have been working towards. 

Belbin Team Roles

Exploring project management there are many places to start, but I had a discussion recently with others in regards to Belbin Team Roles. Having little prior knowledge of this project management method, I decided to look it up on the Belbin Team Roles website. As I began to study, the classification of persons within a team really began to make sense and I began to think of how to apply team roles in my life.

Using the self-perception inventory, I found that I have a variety of attributes with the highest attribute being Monitor Evaluator. I thought that this was interesting. I tend to think that I have many attributes and that I'm pretty well rounded, but this was insightful in seeing a different perspective.

Belbin Team Roles

The Belbin Team Roles is a simple way of distinguishing individuals based on a group dynamics. The main principle of the study originates from monitor groups when they did not have a defined leader and gathered themes which arose most commonly. There are nine specific categories which deal with the main issues in project theory.

The principle of the method is to survey different people within your organization or team. The questions which are asked are directed at the behavior of the individual and their responses to the questions in the placement of the nine roles.As you compile the totals, you are able to determine what things are going to be the hardest things to find throughout the group and where the most friction will arise. But this is not an exact system just like any other survey, but acts as a categorization system which gives one piece of information. It should be remembered that this is not very scientific as a whole and not very complete. One of the benefits of this method though is that this should give a little information about one another and how to form your teams.
This doesn't pigeonhole you in to placing you into one specific way. You may get different results each time you take it. More than anything it helps you understand what roles you might be able to play and how you might be able to function together.

When you go through a full formal process, there are normally different parts rather than just a single section. There are four different ways which they can gather different information. These are called the Belbin inventories. To do a full analysis, you would also use the observer assessment inventory. Someone would come in a watch your group and take notes on what they perceive and compare the information which you gave and what they observed. They figure out whether these numbers are accurate or if someone is bias. Do people perceive themselves as being different before and after they work in a team? This allows you to clarify that distinction.

One reason why you might like this one better is because it doesn't assess your personality, but how you work in a team. The leader of the Belbin Team Roles has been very effective in understanding group dynamics and how they might work together. When one role is being filled, generally group dynamics will help coordinate people or there will be friction between individuals as a group. You will generally step into different roles based on the needs of the team and based on the people that you are coordinating with. People go to where they are naturally directed.

Something to remember is that the value of these models are as communication tools. This gives you something to talk about as a team. After all, communication is one of the model important things to remember as you are working as a team.