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July 2004
Triple Constraint — Friend or Foe?
By Denise DeCarlo, PMP
Many people have heard of the triple constraint, but do you really leverage
it? The triple constraint is defined as Scope, Time and Resources, each representing
the sides of a triangle, as shown in Diagram A. Scope refers to the necessary
work to be performed in order to produce the desired project results. Time,
of course, is defined as the duration of time it will take to complete the defined
scope of the project. Resources include the money and effort expended on people
(labor), services and products (for example, the purchase of hardware, building
materials, software, manufacturing components, etc.). Leveraging the triple
constraint by determining a distinct priority of the components, and managing
the project to that prioritization, can enhance the chances for project success. Prioritizing the Triple Constraint >>Continued
At the beginning of the project, ask your project sponsor to prioritize the
triple constraint components. Frequently, he or she will say, "They are
ALL important." They are, indeed, all important, but they should not be
treated equally! Undoubtedly one of the elements of the triple constraint is more important
than the others. For example, is the end date non-moveable due to other business
commitments, regulatory considerations or mandatory stipulations? Or, is the
budget fixed and your project absolutely cannot exceed the approved budget level?
Or, is scope critical because you are attempting to obtain a competitive edge
and your company wants to be the first in the marketplace with a given product?
Find out from your sponsor which element of the triple constraint is most important
and why, which is second most important and, finally, which is least
important.
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