Ruben L. Quindoyos Jr.

MIS102

Project Management Triple Constraints

A project can be define as temporary endeavour that is geared toward accomplishing a
desired product, service and/or a result. Projects are planned under certain constraints
which is mostly deals with cost, time and scope. These factors commonly called triple
constraints which also represented as a project triangle. Each of these constraints has
certain role in project management. A project must be delivered within cost, delivered on
time, and must meet the agreed scope-no more, no less. To give a specific details of each
of the constraints, these are discussed in the following:
Cost, a project should have a define budget. A cost should have additional contingency
margins which are very important in times of unforeseen expenses in the future.
Time (Schedule), as the saying goes, “time is money”. All projects should have a specific
time frame which highlights the deadlines.
Scope, most of the project failed because scope is not properly defined or agreed. All
project should have a specific scope and limitation that is agreed between the customer
and service provider. (Haughey D., 2011)
These constraints has symbiotic relationship with each other. Let’s say if you will reduce
time or schedule the cost will increase, and if you will widen the scope these means the
cost will also increase and vice versa. To create a successful project, a project manager
must consider scope, time, and cost and balance these three often-competing goals. And
managing the triple constraint involves making trade-offs between scope, time and cost
goals for a project. (Schwalbe 2007 p.9)
With these definition, it only means that in project management each of the component
of the “triple constraint” should be hit on time, on budget and within the agreed scope and
limitations.
However, the success of a project is not only be seen by meeting the defined triple
constraint. Whether a project is a success or a failure is in the eye of the beholders, that
is, those individuals, enterprises, institutions, who are the stakeholders. (Cleland and
Ireland 2007) Thus, project success varies on the perspective of the stakeholders. It only
means that, even if goals are clearly defined based on the triple constraint, the future of
a project will depend mostly on its stakeholders.
In addition, it is important to align projects with strategies which serves as the plan or
arrangement which integrates an individual, enterprise, institution, and/or organization’s
goals and objectives, as well as undertakings into a cohesive whole. According to
Marchewka (2009), a business strategy that is well organized facilitates the organization
of all resources to become a unique and viable force that is based on projected
competencies as well as the shortcomings of the business organization.
In general, a project that geared towards success should hit the project management
triple constraint aligned with organization strategies as well as competent project
manager and stakeholders that will perform the project activities.

References:
Cleland, D. I., and Ireland, L. R. (2007). Project Management: Strategic and
Implementation, (5th ed.)
Haughey, D. (2011). Understanding the Project Management Triple Constraint.
Retrieved from https://www.projectsmart.co.uk/understanding-the-project-
management-triple-constraint.pdf
Marchewka (2009). Project Management Process: Developing the project charter and
baseline project plan
Schwalble, K. (2007). Information Technology Project Management, (5th ed.)