Beyond the Triple Constraints

Abstract

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 constraint 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 points out the fact that a project manager is assumed to reach a reasonable and balanced trade-off between competing and visible constraints, in order to deliver in time, cost, quality and scope. Furthermore, it points out how the ability to produce results while maintaining the balancing act between time and cost, illustrates to what extent a project manager is qualified to manage a project.

In reality, the project manager is challenged by numerous constraints apart from the “measureable” mentioned. A project needs ground rules for communication and behavior and the individual´s needs for motivation and confirmation must be taken into account. Additionally, “Top Management Support” is also a highly valued factor when measuring project success. These “soft pyramid sides” related to internal satisfaction, have traditionally been considered as complementary to the core tradeoffs of the Iron Triangle, which will in many cases not be sufficient enough.

In A Guide to the Project Management Body of Knowledge (PMBOK Guide) there are proposed a few suggestions concerning the awareness of individuals satisfaction (in the Project Human Resource Management), which should explicit be part of project management best practices to identify a successful project.

Reference Material

• Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide)
• Lock: Project Management (10th Edition)
• 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.