Beyond the Triple Constraint - Revision history

Tkokotas at 17:32, 16 November 2018

2018-11-16T17:32:23Z

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			''Developed by Ellen Trovåg Amundsen''


	To define project management success, the Triple Constraint (also called the Iron Triangle) has traditionally been applied in order to balance between key factors that constrain the overall project delivery. Regardless of a project´s size and degree of complexity, there will always be constraints to bear in mind throughout the whole project. The Triple Constraint model points out that a project manager is assumed to reach a reasonable and balanced trade-off between competing and visible constraints (time, cost and scope). All of the three constraints are clear benchmarks against which to judge success when a project is finalized. But, in order to be able to use the constraints as objectives, the project manager needs to understand what each constraint is implying and how the three constraints interrelate with each other.		To define project management success, the Triple Constraint (also called the Iron Triangle) has traditionally been applied in order to balance between key factors that constrain the overall project delivery. Regardless of a project´s size and degree of complexity, there will always be constraints to bear in mind throughout the whole project. The Triple Constraint model points out that a project manager is assumed to reach a reasonable and balanced trade-off between competing and visible constraints (time, cost and scope). All of the three constraints are clear benchmarks against which to judge success when a project is finalized. But, in order to be able to use the constraints as objectives, the project manager needs to understand what each constraint is implying and how the three constraints interrelate with each other.

S172048: /* Conclusion */

2018-02-22T19:42:47Z

Conclusion

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	=='''Conclusion'''==		=='''Conclusion'''==
	The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project ~~requirements~~, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.		The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requires, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.

	If one of the six constraints are exceeded, the project manager has to consider a potential corrective action plan with inputs from the stakeholders. Additionally, the way to handle these constraints should be part of the Project Management Plan, together with change management control and communication. It is fundamental to have a well-functioning change management strategy in order to inform and verify changes with stakeholders. If the changes are comprehensive and somewhat critical for the fulfillment of the project, stakeholders will always decide further project procedure. This requires proper communication between project team and stakeholders. But it is also important to remember that, ultimately, it is impossible to satisfy all stakeholders, but still they all have to be thoroughly informed about the business case from start.		If one of the six constraints are exceeded, the project manager has to consider a potential corrective action plan with inputs from the stakeholders. Additionally, the way to handle these constraints should be part of the Project Management Plan, together with change management control and communication. It is fundamental to have a well-functioning change management strategy in order to inform and verify changes with stakeholders. If the changes are comprehensive and somewhat critical for the fulfillment of the project, stakeholders will always decide further project procedure. This requires proper communication between project team and stakeholders. But it is also important to remember that, ultimately, it is impossible to satisfy all stakeholders, but still they all have to be thoroughly informed about the business case from start.

S172048: /* The Six Star Constraint Model */

2018-02-22T19:39:29Z

The Six Star Constraint Model

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	The model is illustrated as a six-pointed star, maintaining the triangle analogy. <ref name="Six (yes six!) constraints: an enhanced model for project control."> "Siegelaub, J. M., Six (yes six!) constraints: an enhanced model for project control., Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.'', (2007):.</ref> The star also represents the relationship between project input/output factors on one triangle and the project process-factors on the other.		The model is illustrated as a six-pointed star, maintaining the triangle analogy. <ref name="Six (yes six!) constraints: an enhanced model for project control."> "Siegelaub, J. M., Six (yes six!) constraints: an enhanced model for project control., Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.'', (2007):.</ref> The star also represents the relationship between project input/output factors on one triangle and the project process-factors on the other.

	As already mentioned, since the 1950s, the awareness of project-related factors has increased. In PRINCE2™ <ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref>, the factors have been identified through its focus on tolerance. PRINCE2™<ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref>, has added the quality term as a distinct factor, in addition to the three core factors, along with benefits and risk. The last two elements here are the newest, but they are already implemented in projects and can be found in the PMBOK® Guide's <ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> process groups (Page 5). By not including these two constraints, they can produce a negative impact and consequences of a project.		As already mentioned, since the 1950s, the awareness of project-related factors has increased. In PRINCE2™ <ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref>, the factors have been identified through its focus on tolerance. PRINCE2™<ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref>, has also added the quality term as a distinct factor, in addition to the three core factors, along with benefits and risk. The last two elements here are the newest, but they are already implemented in projects and can be found in the PMBOK® Guide's <ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> process groups (Page 5). By not including these two constraints, they can produce a negative impact and consequences of a project.


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	A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>		A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>


	=='''Conclusion'''==		=='''Conclusion'''==

S172048: /* The relationship between the three constraints */

2018-02-22T19:23:27Z

The relationship between the three constraints

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	* The effect of project delays on the costs of financing; in case of an extended financing period, the total amount of interest or notional interest payable will increase correspondingly.		* The effect of project delays on the costs of financing; in case of an extended financing period, the total amount of interest or notional interest payable will increase correspondingly.

	Most projects have deadlines, ~~whether they are formal requirements for a client or informal in-house expectations. The~~ purpose of these is to keep a schedule within a planned deadline and prevent usage of resources long after the original purpose of the project is forgotten. Worst case scenarios related to time-related costs could potentially be unavoidable cost penalties, which can occur if the project exceeds its deadline. This means that the contractor fails to meet the contracted delivery obligation and to avoid this, all projects should aim to monitor and control costs through an achievable plan, so that the project proceeds without time extending disruption.		Most projects have deadlines, and the purpose of these is to keep a schedule within a planned deadline and prevent usage of resources long after the original purpose of the project is forgotten. Worst case scenarios related to time-related costs could potentially be unavoidable cost penalties, which can occur if the project exceeds its deadline. This means that the contractor fails to meet the contracted delivery obligation and to avoid this, all projects should aim to monitor and control costs through an achievable plan, so that the project proceeds without time extending disruption.

	When talking about the "budget" of a project, it can be in terms of both money and effort needed to carry out the project. While “scope” refers to the outcome of the project (“products” in PRINCE2™<ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref> terminology), and consists of a list of deliverables that need to be addressed by the organization responsible for the project. When the definition of the scope is clear and sufficient detailed, a project manager will lower the chance of any great variation in cost and time. On the other hand, if a project is poorly defined, there is a bigger chance that the triangle will change its shape by great differences.		When talking about the "budget" of a project, it can be in terms of both money and effort needed to carry out the project. While “scope” refers to the outcome of the project (“products” in PRINCE2™<ref name="PRINCE2"> "Managing Successful Projects with PRINCE2", ''Office Of Government Commerce'', (2009):.</ref> terminology), and consists of a list of deliverables that need to be addressed by the organization responsible for the project. When the definition of the scope is clear and sufficient detailed, a project manager will lower the chance of any great variation in cost and time. On the other hand, if a project is poorly defined, there is a bigger chance that the triangle will change its shape by great differences.

S172048: /* The Six Star Constraint Model */

2018-02-22T18:29:47Z

The Six Star Constraint Model

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	A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>		A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>

	'''==Conclusion=='''
			=='''Conclusion'''==
	The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.		The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.

S172048: /* Conclusion */

2018-02-22T18:29:25Z

Conclusion

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	A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>		A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>

	==Conclusion==		'''==Conclusion=='''
	The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.		The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.

S172048: /* Conclusion */

2018-02-22T18:29:11Z

Conclusion

← Older revision		Revision as of 18:29, 22 February 2018
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	A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>		A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>

	=== Conclusion ===		==Conclusion==
	The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.		The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.

S172048: /* Conclusion */

2018-02-22T18:28:58Z

Conclusion

← Older revision		Revision as of 18:28, 22 February 2018
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	A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>		A project´s risk needs to be addressed as well and managed through risk management tools. There is always a certain level of risk that is approved, commonly expressed as a project´s risk tolerance. Risk must be identified and thoroughly examined, to identify their potential impact on the project. There is a complex interaction between the six constraints; in case of changing scope or quality, the benefits will hopefully be increased, but this will additionally increase risk. On the other hand, risks can be both “opportunities” and “threats”, so by taking greater risks the benefits may potentially be increased or they might be damaged. If the project schedule is increased, there might be more time for better quality testing, or it can result in increased risk because the product may be introduced to its market too late. Thus, the six constraints highly influence each other throughout the whole project. <ref name="Manager's challenges—managing constraints"> "Lee, W., Manager's challenges—managing constraints, Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute.'', (2010):.</ref>

	==== Conclusion ====		=== Conclusion ===
	The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.		The Six-Star Constraint model is used to control the project, and the constraints set guidelines for the project managers to get a picture of what the stakeholders/sponsors of the project requirements, in addition to the overall performance acceptability limits. In the event that it is not possible to control high risk, sponsors/stakeholders need to decide whether they are willing to take the risk involved with the project, or not. To achieve a successful project fulfilment, PMBOK® Guide has pointed out the involvement of stakeholder (Page 6)<ref name="PMBOK">Project Management Institute, "A guide to the project management body of knowledge: PMBOK Guide", ''Project Management Institute'', (2000):.</ref> by; ''"Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project"'', as well as ''"Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature"'' and ''"Managing stakeholders towards meeting project requirements and creating project deliverables"''.

S172048: /* Limitations of the Triple Constraint */

2018-02-22T18:28:37Z

Limitations of the Triple Constraint

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	In more recent year organizations, total quality management (TQM) has been increasingly embraced. In TQM, a “culture for quality” is created throughout any organization, with quality shared by all from top management downwards. Furthermore, the ISO 9000 series of standards<ref name=" ISO 9000 Standards"> "ISO 9000 Standards", https://www.iso.org/standard/42180.html: </ref> is known as a set of standards to run an efficient quality management system, aimed at creating a quality culture for the entire organization. (The International Organization for Standards (ISO) publishes ISO9000 series and a full range of other international standards.<ref name="ISO 9000 Standards"> "ISO 9000 Standards", https://www.iso.org/standard/42180.html:.</ref>)		In more recent year organizations, total quality management (TQM) has been increasingly embraced. In TQM, a “culture for quality” is created throughout any organization, with quality shared by all from top management downwards. Furthermore, the ISO 9000 series of standards<ref name=" ISO 9000 Standards"> "ISO 9000 Standards", https://www.iso.org/standard/42180.html: </ref> is known as a set of standards to run an efficient quality management system, aimed at creating a quality culture for the entire organization. (The International Organization for Standards (ISO) publishes ISO9000 series and a full range of other international standards.<ref name="ISO 9000 Standards"> "ISO 9000 Standards", https://www.iso.org/standard/42180.html:.</ref>)

	=== ~~'''~~Limitations of the Triple Constraint~~'''~~ ===		=== Limitations of the Triple Constraint ===
	The shortened version of the Triple Constraint model says:		The shortened version of the Triple Constraint model says:
	“cheap, fast or good? – choose two”		“cheap, fast or good? – choose two”

S172048: /* Application */

2018-02-22T18:27:51Z

Application

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	Since the 1950s, the uncertainty in projects has increased, mainly caused by rapid market changes, resulting in a reduction of the model´s efficacy. This implies that it is impossible to determine a fixed scope, cost, and schedule in advance of any project. Together with increased uncertainty, the constraints of the classical Triple Constraint model start to cause, not solve, issues. Therefore, if a project manager chooses to use the model, the focus will continue to be on satisfying the constraints, rather than focusing on customer satisfaction. This will result in project delivery within the allotted time or near budget, but without satisfied customers.		Since the 1950s, the uncertainty in projects has increased, mainly caused by rapid market changes, resulting in a reduction of the model´s efficacy. This implies that it is impossible to determine a fixed scope, cost, and schedule in advance of any project. Together with increased uncertainty, the constraints of the classical Triple Constraint model start to cause, not solve, issues. Therefore, if a project manager chooses to use the model, the focus will continue to be on satisfying the constraints, rather than focusing on customer satisfaction. This will result in project delivery within the allotted time or near budget, but without satisfied customers.

	=== ~~'''~~Application~~'''~~ ===		=== Application ===
	According to PMBOK® Guide, the definition of a constraint is <ref name="PMBOK">({{cite news \| first=Carl \| title= Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)}})</ref>: “''A limiting factor that affects the execution of a project or process''”. The constraint can be both internal and external to a project, but will in some way affect the performance of a project.		According to PMBOK® Guide, the definition of a constraint is <ref name="PMBOK">({{cite news \| first=Carl \| title= Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)}})</ref>: “''A limiting factor that affects the execution of a project or process''”. The constraint can be both internal and external to a project, but will in some way affect the performance of a project.