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.