Iron Triangle of Project Management - Revision history

Ruben: /* Not a lone indicator of project success */

2021-02-28T19:24:59Z

Not a lone indicator of project success

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	A project can be late, over budget, and under-deliver on the project scope and still deliver a benefit to users and ultimately be considered a success <ref name="definingprojectsuccess"/>.		A project can be late, over budget, and under-deliver on the project scope and still deliver a benefit to users and ultimately be considered a success <ref name="definingprojectsuccess"/>.
	A real-life example of this is the construction of ~~The~~ Sydney Opera House. This project was delivered 10 years behind schedule and the budget overruns were severe. The project was obviously considered a major failure, especially when analyzing it from a project management perspective and the iron triangle concept. Today, the ''Sydney Opera House'' is a worldwide attraction for millions of tourists per year and considered a major success for Australia. <ref name="avoidingsf"/> Ultimately, the project should perhaps be considered a success rather than a failure because of the long-term benefits it created.		A real-life example of this is the construction of the ''Sydney Opera House''. This project was delivered 10 years behind schedule and the budget overruns were severe. The project was obviously considered a major failure, especially when analyzing it from a project management perspective and the iron triangle concept. Today, the ''Sydney Opera House'' is a worldwide attraction for millions of tourists per year and considered a major success for Australia. <ref name="avoidingsf"/> Ultimately, the project should perhaps be considered a success rather than a failure because of the long-term benefits it created.

	On the contrary, a project can also be regarded as a project management success and satisfy all the constraints of the iron triangle but still turn out to be a failure in the end. An example of this is the ''Millennium Dome'' in London which is the largest single roofed structure in the world. The project was completed on time, within budget, and to scope. From a project management perspective, it might seem like a success, but the building did not create any real value, based on difficulties of finding suitable uses for the building.<ref name="avoidingsf"/>		On the contrary, a project can also be regarded as a project management success and satisfy all the constraints of the iron triangle but still turn out to be a failure in the end. An example of this is the ''Millennium Dome'' in London which is the largest single roofed structure in the world. The project was completed on time, within budget, and to scope. From a project management perspective, it might seem like a success, but the building did not create any real value, based on difficulties of finding suitable uses for the building.<ref name="avoidingsf"/>

Ruben: /* Limitations */

2021-02-28T19:24:18Z

Limitations

Ruben: /* Step-by-step application */

2021-02-28T19:17:46Z

Step-by-step application

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	When problems arise in a project that forces adjustments to be made, it is important to decide the appropriate actions based on what constraints can be adjusted. The iron triangle helps the project manager to visualize how the problem will affect the constraints and simplifies the decision-making process.<ref name="PMfundamentals"/> The application of the iron triangle in practice is best described with a step-by-step guide: <ref name="microsoft"/>.		When problems arise in a project that forces adjustments to be made, it is important to decide the appropriate actions based on what constraints can be adjusted. The iron triangle helps the project manager to visualize how the problem will affect the constraints and simplifies the decision-making process.<ref name="PMfundamentals"/> The application of the iron triangle in practice is best described with a step-by-step guide: <ref name="microsoft"/>.

	# Problem emerges in a project which forces a change regarding the constraints of the iron triangle.<br/>⇒ Example problem: <u>~~client~~ calls with a new requirement for a feature</u>.		# Problem emerges in a project which forces a change regarding the constraints of the iron triangle.<br/>⇒ Example problem: <u>Client calls with a new requirement for a feature</u>.
	# Project manager must locate the problem on the triangle and find out if the problem is time, cost, or scope related.<br/>⇒ The example problem is clearly scope-related as new requirements are being added.		# Project manager must locate the problem on the triangle and find out if the problem is time, cost, or scope related.<br/>⇒ The example problem is clearly scope-related as new requirements are being added.
	# Project manager must figure out which constraints can be changed (are they fixed or not?) to deal with the problem and maintain a balance to the triangle.<br/>⇒ For this theoretical problem, the budget is non-negotiable. Hence, the project manager can only modify the schedule.		# Project manager must figure out which constraints can be changed (are they fixed or not?) to deal with the problem and maintain a balance to the triangle.<br/>⇒ For this theoretical problem, the budget is non-negotiable. Hence, the project manager can only modify the schedule.

Ruben: /* Controlling change in the iron triangle */

2021-02-28T19:17:28Z

Controlling change in the iron triangle

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	# Control Costs		# Control Costs

	===Controlling ~~change in~~ the ~~iron triangle~~===		===Controlling the constraints===
	According to the ''PMBOK® Guide'' there are five project management process groups and using the iron triangle is especially relevant for one of them, namely the controlling process group <ref name="pmbasic" />. In the controlling phase of projects, we are dealing with the inevitable changes that can occur in the life of a project. The fact that projects can and will change presents challenges for the project managers and the iron triangle can help to deal with these changes and maintain a balance to the overall project.<ref name="PMfundamentals"/><ref name="effectivePM"/>		According to the ''PMBOK® Guide'' there are five project management process groups and using the iron triangle is especially relevant for one of them, namely the controlling process group <ref name="pmbasic" />. In the controlling phase of projects, we are dealing with the inevitable changes that can occur in the life of a project. The fact that projects can and will change presents challenges for the project managers and the iron triangle can help to deal with these changes and maintain a balance to the overall project.<ref name="PMfundamentals"/><ref name="effectivePM"/>

Ruben: /* Managing the constraints */

2021-02-28T19:15:40Z

Managing the constraints

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	===Managing the constraints===		===Managing the constraints===
	The project manager must manage the constraints of the iron triangle with care to increase the chances of project management success. ~~Managing~~ the constraints in the planning phase of projects is analyzed in this section along with a discussion of the project manager's roles regarding each constraint.		The project manager must manage the constraints of the iron triangle with care to increase the chances of project management success. How project managers can manage the constraints in the planning phase of projects is analyzed in this section along with a discussion of the project manager's roles regarding each constraint.

	====Time management====		====Time management====

Ruben: /* Essence of the iron triangle */

2021-02-28T19:13:10Z

Essence of the iron triangle

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	===Essence of the iron triangle===		===Essence of the iron triangle===
	The iron triangle is simply a model illustrating the relationship between these three constraints, showing that no constraint is independent of the others. If any one of them changes, at least one other ~~variable~~ will be impacted to restore balance to the project.<ref name="effectivePM">Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Extreme, Hybrid (8th ed.). Wiley.</ref> As seen from Figure 1, the fourth part of the triangle is quality and sits at the center. The quality of the overall project relies on the project scope, cost, and time spent on the project and illustrates that properly balancing the three constraints will impact the quality of your project. There is no universal standard for quality and the definition of it depends on the project. Keeping a project on budget or getting it to market on time are examples of how quality can be measured ~~and it depends on how it is defined~~. Hence, in order to achieve project management success and deliver a quality project, a balance must be realized between the three constraints.<ref name="microsoft">The Project Triangle. (n.d.-b). Microsoft. Retrieved February 23, 2021, from https://support.microsoft.com/lv-lv/office/the-project-triangle-8c892e06-d761-4d40-8e1f-17b33fdcf810</ref><ref name="irontriangle"/>		The iron triangle is simply a model illustrating the relationship between these three constraints, showing that no constraint is independent of the others. If any one of them changes, at least one other element will be impacted to restore balance to the project.<ref name="effectivePM">Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Extreme, Hybrid (8th ed.). Wiley.</ref> As seen from Figure 1, the fourth part of the triangle is quality and sits at the center. The quality of the overall project relies on the project scope, cost, and time spent on the project and illustrates that properly balancing the three constraints will impact the quality of your project. There is no universal standard for quality and the definition of it depends on the project. Keeping a project on budget or getting it to market on time are examples of how quality can be measured. Hence, in order to achieve project management success and deliver a quality project, a balance must be realized between the three constraints.<ref name="microsoft">The Project Triangle. (n.d.-b). Microsoft. Retrieved February 23, 2021, from https://support.microsoft.com/lv-lv/office/the-project-triangle-8c892e06-d761-4d40-8e1f-17b33fdcf810</ref><ref name="irontriangle"/>

	====The Constraints====		====The Constraints====
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	</gallery>		</gallery>

	To further explain the concept, let's analyze Figures 6 and 7. In Figure 6, the scope and time are prioritized ~~in that scenario~~ indicating the client wants the project to be delivered on time and of the highest possible quality regarding scope. To accomplish this, the project cost will rise as a consequence. The client of the project depicted in Figure 6 seems to have ample financial resources as he is willing to spend more to attain the other elements. Figure 7 illustrates a similar circumstance, except the time allocated for the project is unlimited. The project scope and cost constraints should be respected without a specific deadline. The client in this scenario has limited financial resources and will therefore have to be flexible regarding the schedule ~~or deadline of the project~~.		To further explain the concept, let's analyze Figures 6 and 7. In Figure 6, the scope and time are prioritized indicating the client wants the project to be delivered on time and of the highest possible quality regarding scope. To accomplish this, the project cost will rise as a consequence. The client of the project depicted in Figure 6 seems to have ample financial resources as he is willing to spend more on resources to attain the other elements. Figure 7 illustrates a similar circumstance, except the time allocated for the project is unlimited. The project scope and cost constraints should be respected without a specific deadline. The client in this scenario has limited financial resources and will therefore have to be flexible regarding the project schedule.

	====Trade-off dynamics====		====Trade-off dynamics====
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	\|-		\|-
	\|'''Time''' ↓ ⇒ Scope ↓ Cost ↑		\|'''Time''' ↓ ⇒ Scope ↓ Cost ↑
	\|When the time for a project is limited there will be some consequences to both the project scope and cost. The scope will probably decrease as the deliverables will have to be completed quickly which often results in a final result of lesser quality. The cost will go the opposite way and increase as there will be a need for more ~~manpower~~ to finish the project in time.		\|When the time for a project is limited there will be some consequences to both the project scope and cost. The scope will probably decrease as the deliverables will have to be completed quickly which often results in a final result of lesser quality. The cost will go the opposite way and increase as there will be a need for more labor force to finish the project in time.
	\|-		\|-
	\|'''Cost''' ↓ ⇒ Scope ↓ Time ↑		\|'''Cost''' ↓ ⇒ Scope ↓ Time ↑
	\|When the cost of a project is scarce the scope and schedule will be affected. The project scope will decrease as the materials used might have to be of lesser quality than preferred. The time needed to complete the project will increase because the ~~manpower~~ will be limited as a result of the scarce cost.		\|When the cost of a project is scarce the scope and schedule will be affected. The project scope will decrease as the materials used might have to be of lesser quality than preferred. The time needed to complete the project will increase because the labor force will be limited as a result of the scarce cost.
	\|}		\|}

Ruben: /* Relation to project management */

2021-02-28T19:05:24Z

Relation to project management

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	Portfolio, program, and project management all operate in parallel and provide a structured way to align and effectively carry out organizational strategies. However, there is a difference in their focus and contribution to the attainment of strategic objectives and the theory regarding the iron triangle is primarily associated with project management.<ref name="programstandard">The Standard for Program Management (Fourth edition). (2017). Project Management Institute.</ref>		Portfolio, program, and project management all operate in parallel and provide a structured way to align and effectively carry out organizational strategies. However, there is a difference in their focus and contribution to the attainment of strategic objectives and the theory regarding the iron triangle is primarily associated with project management.<ref name="programstandard">The Standard for Program Management (Fourth edition). (2017). Project Management Institute.</ref>

	Project management is the application of knowledge, skills, tools, and techniques to meet a projects’ requirements. Effective project management consequently helps organizations to increase chances of success and meet business objectives. Poorly managed projects, on the other hand, may result in missed deadlines, cost overruns, and poor quality projects.<ref name="pmbasic" />		Project management is the application of knowledge, skills, tools, and techniques to meet a projects’ requirements. Effective project management consequently helps organizations to increase chances of success and meet business objectives. Poorly managed projects, on the other hand, may result in missed deadlines, cost overruns, and poor quality projects.<ref name="pmbasic" /> Utilizing the iron triangle concept can help project managers with these common problems.

	The iron triangle (also called the project management triangle) is a concept based on the triple constraints of project management and an important theory in the field. These constraints are limitations placed upon a project which the project manager and team must operate ~~within~~. There can be various constraints on a project, but there are three essential constraints that operate on most projects. These constraints are scope, time, and cost. An illustration of the iron triangle ~~concept~~ can be seen in Figure 1.<ref name="irontriangle">Everitt, J. (2020, May 25). Understanding The Project Management Triangle. Wrike. https://www.wrike.com/blog/understanding-project-management-triangle/</ref>		The iron triangle (also called the project management triangle) is a concept based on the triple constraints of project management and an important theory in the field. These constraints are limitations placed upon a project within which the project manager and team must operate. There can be various constraints on a project, but there are three essential constraints that operate on most projects. These constraints are scope, time, and cost. An illustration of the iron triangle can be seen in Figure 1.<ref name="irontriangle">Everitt, J. (2020, May 25). Understanding The Project Management Triangle. Wrike. https://www.wrike.com/blog/understanding-project-management-triangle/</ref>

	===Essence of the iron triangle===		===Essence of the iron triangle===

Ruben: /* Abstract */

2021-02-28T18:57:53Z

Abstract

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	== Abstract ==		== Abstract ==
	The roles of a project manager are numerous and one important role is attaining project success by balancing the competing constraints on a project with the resources available <ref name="pmbasic">P.M.I. (2017). A Guide to the Project Management Body of Knowledge (6th ed.). Project Management Institute. </ref>. ~~Without~~ constraints~~, that~~ would be a simple task and all projects would be good, fast, and cheap. Unfortunately, that is not the case as most projects must operate within some important boundaries concerning, scope, time, and cost. The interrelation of these components can make the difference between project success and failure and maintaining a balance between the three factors can help determine the overall quality of a project. The iron triangle is a model of these project elements and emphasizes that a change in one factor invariably affects the others. These changes occur because of the environment that projects operate within, which changes over time. Therefore, projects need a systematic approach to control the issues that may result in a change to the iron triangle constraints.<ref name="prince2">Axelos. (2017). Managing Successful Projects with PRINCE2 (2017th ed.). TSO, The Stationery Office.</ref>		The roles of a project manager are numerous and one important role is attaining project success by balancing the competing constraints on a project with the resources available <ref name="pmbasic">P.M.I. (2017). A Guide to the Project Management Body of Knowledge (6th ed.). Project Management Institute. </ref>. Achieving project success without constraints would be a simple task and all projects would be good, fast, and cheap. Unfortunately, that is not the case as most projects must operate within some important boundaries concerning, scope, time, and cost. The interrelation of these components can make the difference between project success and failure and maintaining a balance between the three factors can help determine the overall quality of a project. The iron triangle is a model of these project elements and emphasizes that a change in one factor invariably affects the others. These changes occur because of the environment that projects operate within, which changes over time. Therefore, projects need a systematic approach to control the issues that may result in a change to the iron triangle constraints.<ref name="prince2">Axelos. (2017). Managing Successful Projects with PRINCE2 (2017th ed.). TSO, The Stationery Office.</ref>

	The theory helps project managers better understand the trade-off dynamics among these main constraints of project management in addition to simplifying the decision-making process <ref name="theoryoftc">Van Wyngaard, C. J., Pretorius, J.H.C.,Pretorius, L. Theory of the Triple Constraint – a Conceptual Review. Retrieved February 16, 2021, from https://www.academia.edu/8294762/Theory_of_the_Triple_Constraint_a_Conceptual_Review.</ref>. Even though the constraints of the iron triangle are a decent indicator regarding project management success, it is not necessarily the only marker of overall project success. The project scope can be delivered on time and within budget but ultimately result in an unsuccessful project because there are various other factors that help determine the effectiveness of a project.<ref name="definingprojectsuccess">Bannerman, P. L. (2008). Defining project success: a multilevel framework. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Warsaw, Poland. Newtown Square, PA: Project Management Institute.</ref> This article will describe the essence of the iron triangle, how project managers can apply the concept in practice, the main limitations of the theory, and annotated bibliography ideas for further reading on the subject.		The theory helps project managers better understand the trade-off dynamics among these main constraints of project management in addition to simplifying the decision-making process <ref name="theoryoftc">Van Wyngaard, C. J., Pretorius, J.H.C.,Pretorius, L. Theory of the Triple Constraint – a Conceptual Review. Retrieved February 16, 2021, from https://www.academia.edu/8294762/Theory_of_the_Triple_Constraint_a_Conceptual_Review.</ref>. Even though the constraints of the iron triangle are a decent indicator regarding project management success, it is not necessarily the only marker of overall project success. The project scope can be delivered on time and within budget but ultimately result in an unsuccessful project because there are various other factors that help determine the effectiveness of a project.<ref name="definingprojectsuccess">Bannerman, P. L. (2008). Defining project success: a multilevel framework. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Warsaw, Poland. Newtown Square, PA: Project Management Institute.</ref> This article will describe the essence of the iron triangle, how project managers can apply the concept in practice, the main limitations of the theory, and annotated bibliography ideas for further reading on the subject.

Ruben: /* Possible changes */

2021-02-28T18:03:14Z

Possible changes

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	====Possible changes====		====Possible changes====

	Examples of changes that can occur in projects which throw the iron triangle out of balance:<ref name="PMfundamentals"/><ref name="effectivePM"/>		Examples of changes that can occur in projects which throw the iron triangle out of balance:<ref name="PMfundamentals"/><ref name="effectivePM"/>
	*'''Scope related changes'''		*'''Scope related changes'''

Ruben: /* Annotated bibliography */

2021-02-28T18:02:58Z

Annotated bibliography

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	== Annotated bibliography ==		== Annotated bibliography ==

	* ''Heagney, J. (2011). Fundamentals of Project Management (4th ed.). AMACOM.''
	*:This book gives a basic overview of the tools and techniques of project management as a whole. In relation to the iron triangle, there is a chapter regarding sources of change that are generally associated with the constraints. It provides an understanding and helps identify these likely sources of change to projects.

	* ''Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Extreme, Hybrid (8th ed.). Wiley.''		* ''Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Extreme, Hybrid (8th ed.). Wiley.''

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	== Limitations ==		== Limitations ==
	From the previous sections, it is apparent that the theory behind the iron triangle is useful for project managers when planning and controlling projects and to maintain a balance between the three key constraints of project management ~~– scope, time, and cost~~. However, the triangle has some flaws regarding how it measures success, relationships between constraints, and the emphasis on cost.		From the previous sections, it is apparent that the theory behind the iron triangle is useful for project managers when planning and controlling projects and to maintain a balance between the three key constraints of project management. However, the triangle has some flaws regarding how it measures success, relationships between constraints, and the emphasis on cost.

	=== Not a lone indicator of project success ===		=== Not a lone indicator of project success ===
	The project management literature tends to measure the success of a project based on ~~these main design parameters~~ which create the ~~sides~~ of the iron triangle <ref name="definingprojectsuccess">Bannerman, P. L. (2008). Defining project success: a multilevel framework. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Warsaw, Poland. Newtown Square, PA: Project Management Institute.</ref>. However, the achievement of these traditional objectives does not necessarily mean that a project is perceived to be successful as this is only one aspect of success and must balance with other factors <ref name="avoidingsf">Bourne, L. (2007). Avoiding the successful failure. Paper presented at PMI® Global Congress 2007—Asia Pacific, Hong Kong, People's Republic of China. Newtown Square, PA: Project Management Institute.</ref>. The iron triangle takes limited account (depending on the definition of the project scope) of whether the main project deliverable fulfilled the final purpose for which it was intended and whether the objectives of the stakeholders were attained <ref name="beyondtheit">Caccamese, A. & Bragantini, D. (2012). Beyond the iron triangle: year zero. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute.</ref>.		The project management literature tends to measure the success of a project based on the three elements which create the corners of the iron triangle <ref name="definingprojectsuccess">Bannerman, P. L. (2008). Defining project success: a multilevel framework. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Warsaw, Poland. Newtown Square, PA: Project Management Institute.</ref>. However, the achievement of these traditional objectives does not necessarily mean that a project is perceived to be successful as this is only one aspect of success and must balance with other factors <ref name="avoidingsf">Bourne, L. (2007). Avoiding the successful failure. Paper presented at PMI® Global Congress 2007—Asia Pacific, Hong Kong, People's Republic of China. Newtown Square, PA: Project Management Institute.</ref>. The iron triangle takes limited account (depending on the definition of the project scope) of whether the main project deliverable fulfilled the final purpose for which it was intended and whether the objectives of the stakeholders were attained <ref name="beyondtheit">Caccamese, A. & Bragantini, D. (2012). Beyond the iron triangle: year zero. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute.</ref>.

	A project can be late, over budget, and under-deliver on the project scope and still deliver a benefit to users and ultimately be considered a success <ref name="definingprojectsuccess"/>.		A project can be late, over budget, and under-deliver on the project scope and still deliver a benefit to users and ultimately be considered a success <ref name="definingprojectsuccess"/>.
	A real-life example of this is the construction of The Sydney Opera House. This project was delivered 10 years behind schedule and the budget overruns were severe. The project was obviously considered a major failure, especially when analyzing it from a project management perspective and the iron triangle concept. Today, the Sydney Opera House is a worldwide attraction for millions of tourists per year and considered a major success for Australia. <ref name="avoidingsf"/> Ultimately, the project should perhaps be considered a success rather than a failure because of the long-term benefits it created.		A real-life example of this is the construction of The Sydney Opera House. This project was delivered 10 years behind schedule and the budget overruns were severe. The project was obviously considered a major failure, especially when analyzing it from a project management perspective and the iron triangle concept. Today, the ''Sydney Opera House'' is a worldwide attraction for millions of tourists per year and considered a major success for Australia. <ref name="avoidingsf"/> Ultimately, the project should perhaps be considered a success rather than a failure because of the long-term benefits it created.

	On the contrary, a project can also be regarded as a project management success and satisfy all the constraints of the iron triangle but still turn out to be a failure in the end. An example of this is ~~The~~ Millennium Dome in London which is the largest single roofed structure in the world. The project was completed on time, within budget, and to scope. From a project management perspective, it might seem like a success, but the building did not create any real value, based on difficulties of finding suitable uses for the building.<ref name="avoidingsf"/>		On the contrary, a project can also be regarded as a project management success and satisfy all the constraints of the iron triangle but still turn out to be a failure in the end. An example of this is the ''Millennium Dome'' in London which is the largest single roofed structure in the world. The project was completed on time, within budget, and to scope. From a project management perspective, it might seem like a success, but the building did not create any real value, based on difficulties of finding suitable uses for the building.<ref name="avoidingsf"/>

	=== Problematic constraint relationship ===		=== Problematic constraint relationship ===
	Another problem with the iron triangle model is regarding the relationships of the constraints. There seems to be a problematic relationship between the cost and time constraints when the model is ~~analyzed~~. The cost constraint refers to different types of expenditures, such as people costs, as explained in previous sections. If we take the people costs as an example, it is arrived at by multiplying a cost by duration or time. This means that the cost factor essentially contains time and this can be seen as a problem. Consequently, time can be seen as part of the cost constraint rather than a separate constraint. That leaves us with a model containing only two factors instead of three. <ref name="tripleillusion">Baratta, A. (2006). The triple constraint: a triple illusion. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.</ref>		Another problem with the iron triangle model is regarding the relationships of the constraints. There seems to be a problematic relationship between the cost and time constraints when the model is scrutinized. The cost constraint refers to different types of expenditures, such as people costs, as explained in previous sections. If we take the people costs as an example, it is arrived at by multiplying a cost by duration or time. This means that the cost factor essentially contains time and this can be seen as a problem. Consequently, time can be seen as part of the cost constraint rather than a separate constraint. That leaves us with a model containing only two factors instead of three. <ref name="tripleillusion">Baratta, A. (2006). The triple constraint: a triple illusion. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.</ref>

	=== Too much emphasis on cost ===		=== Too much emphasis on cost ===
	There exists another flaw of the iron triangle regarding the emphasis it puts on cost. Despite the fact that there is a strong relationship between cost and efficiency, there is no guarantee that extra expenditure will grant better results. For example, if the project team is incompetent, allocating them extra budget won't necessarily give better results. Also, if the project manager is incompetent and can barely handle managing a staff of five people, then increasing the number of employees will not be beneficial. <ref name="rusted">Pastore, M. (2018, August 26). The Iron Triangle is Rusted - Michael Pastore. Medium. https://medium.com/@mwpastore/the-iron-triangle-is-rusted-a6bd7ee5f579</ref>		There exists another flaw of the iron triangle regarding the emphasis it puts on cost. Despite the fact that there is a strong relationship between cost and efficiency, there is no guarantee that extra expenditure will grant better results. For example, if the project team is incompetent, allocating them extra budget won't necessarily give better results. Also, if the project manager is incompetent and can barely handle managing a staff of five people, then increasing the number of employees will not be beneficial.<ref name="rusted">Pastore, M. (2018, August 26). The Iron Triangle is Rusted - Michael Pastore. Medium. https://medium.com/@mwpastore/the-iron-triangle-is-rusted-a6bd7ee5f579</ref>

	=== Related concepts ===		=== Related concepts ===
	This section depicts that the iron triangle might lack the breadth and depth needed in the complex project landscape. As a result, other more complex versions have been created with added constraints to improve on the triple constraints of the iron triangle.<ref name="irontriangle"/>		This section depicts that the iron triangle might sometimes lack the breadth and depth needed in the complex project landscape. As a result, other more complex versions have been created with added constraints to improve on the triple constraints of the iron triangle.<ref name="irontriangle"/>

	* In the book ''Effective Project Management'' by Wysocki, another version of the iron triangle is mentioned. The version is termed the scope triangle and includes six variables - time, cost, resource availability, scope, quality, and risk. The constraints clearly show that it is closely related to the iron triangle concept. The scope triangle is regarded as a tool for managing complex projects.<ref name="effectivePM"/>		* In the book ''Effective Project Management'' by Wysocki, another version of the iron triangle is mentioned. The version is termed the scope triangle and includes six variables - time, cost, resource availability, scope, quality, and risk. The constraints clearly show that it is closely related to the iron triangle concept. The scope triangle is regarded as a tool for managing complex projects.<ref name="effectivePM"/>