Scope and Golden Triangle of Quality, Schedule, and Budget
The Project Management Triangle is a model of the constraints of project management. While its origins are unclear, it has been used since at least the s. It contends that: The quality of work is constrained by the project's budget, deadlines and scope (features). The project manager can trade between constraints. Cutting budget without adjusting schedule or scope will. The scope triangle illustrates the relationship between three primary forces in a project - time, cost and quality. Triple Constraint is the time, scope and cost for a project: three of a project, also known as the project budget; Scope: The tasks required to fulfill the Metrics such as the schedule, cost and scope of the project are easy to track. Parametric: Measure statistical relationship between historic data and.
Understand the Triple Constraint For starters, the project manager MUST be fully cognizant of the fact that scope, time and cost are fully inter-related and that the triple constraint dictates any adjustment to any of those items MUST affect the other. In many cases, a project manager may be somewhat aloof about adding scope to a project or accepting a budget cut without taking the effort to determine what the consequences of that change will be.
Scope, Time and Cost – Managing the Triple Constraint | Program Success
Denial of the potential repurcussions of adjustments to the scope, time or cost of a project are only going to lead to issues down the road and may also cause the project to fail. Convey the Triple Constraint Along with recognizing how the triple constraint functions, it is imperative that the project manager convey that information to the project stakeholders. Making sure everyone who is involved with the project recognizes the importance of the constraint will make discussions regarding the scope, time and cost far easier.
In many cases, the stakeholders are likely to be the main reasons for scope creep or budget adjustments in a project. Having them aware up front of what the ramifications might be for any requested or mandated changes will make dialog easier in follow-up meetings and will also make them scrutinize their change requests more thoroughly rather than assuming that any change will have no issue on the project release cycle.
Project management triangle - Wikipedia
Note that conveyance of the triple constraint to the stakeholders is best performed at the outset, likely during the formation of the initial project plan.
Monitor the Triple Constraint As the project manager, making sure that you stay on top of all the key attributes of the triple constraint will make the likelihood of project success that much higher. If a project is behind its schedule it is generally over budget as well. If a project is over budget it is usually trending over its deadline as well. Of course there are exceptions, but the two elements usually have a common trend.
Scope and the Golden Triangle of Quality, Schedule, & Budget
If you have underestimated the amount of work, you are generally going to have underestimated both the schedule and the budget element. The effort hours applied from human resources on the project are going to impact both the schedule and the budget.
They are two integrated elements of the overall triple constraint, which links the schedule, budget and project scope. If the scope of the project is increased or decreasedthe schedule and budget elements need to increase or decrease as well. Project manager experience usually shows that the schedule and budget elements of the project are closely tied.
Project management triangle
P3 Defining the work is step 1 of the TenStep process and creating the schedule and budget is step 2. Using our house example, the quality requirements placed on you might include such things as the type of tile used in the bathrooms, the exterior finish e.
Quality defines exactly what it sounds like: Both of these projects have identical scope, but they have significantly different quality standards that must be adhered to.
Schedule The second major constraint placed on projects is the schedule. At a high-level, the schedule defines when you will in fact make the final delivery.
At a lower level, the schedule also lays out other important dates and milestones that you might be required to hit along the way. Budget The final constraint placed on your project is budget.
In a sense, these are the four things that have to be defined and documented, and then constantly balanced and traded off with each other during the course of a project. Specifically, he says that he wants to increase the size of the detached garage from 2-cars to 3-cars.