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Understand the inter-relationship between the triple constraints on a project of scope, schedule, and resources.

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Quick reference

Triple Constraint

Triple Constraint is a phrase used in project management to indicate that most projects have three inter-related boundary constraints: scope or results boundary, schedule or time boundary, and resource or budget and staff boundary.

When to use

The Triple Constraint boundaries should be identified at the beginning of the project. These constraints are then used to guide planning and risk management decisions. They are also used to direct the communication with stakeholders since the stakeholders typically set the triple constraint boundaries.

When a project encounters a problem, the triple constraint boundaries are often impacted. A problem in one constraint can cascade into another constraint. For instance, a delay on a task (schedule boundary) may lead to overtime payments (resource boundary).

Instructions

  1. Meet with the stakeholders to determine the project goals on scope (results), schedule, (time period) and resources (money and people).
  2. Determine which of these goals are fixed boundaries and which are more aspirational in nature. For instance is the goal of “complete by year end” due to a compliance requirement by a regulatory agency, or is it desired to reach personal objectives.
  3. Create a project plan and risk analysis based upon the triple constraints. If you cannot create a realistic project plan that is consistent with the triple constraints, go back to your stakeholders and request modifications to the constraints (more time, more money, different results) before starting the project.
  4. When a project replanning effort is needed, refer to the triple constraints to determine viable options for the replan.

Hints & tips

  • Let the stakeholders set the constraints, not the project team, so that the constraints are tied to clear business objectives.
  • When problems arise on the project, consider which side of the triple constraint triangle is most impacted. Attempt to resolve the problem by relaxing a less critical or less impacted side of the constraint triangle.
  • Some organizations set both “stretch goal” constraints and “commit goal” constraints. The project plan is created to accommodate the “stretch goals” and if problems arise, the project team can relax requirements as far as the “commit goals.”
  • Project Definition: "A project is a temporary endeavor undertaken to create a unique product, service, or result." PMBOK® Guide

This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.

 

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  • 00:05 Hello I'm Ray Sheen,
  • 00:06 Your fundamental concept of project management is that of the triple constraint.
  • 00:11 An understanding of these project constraints will make it easier to plan,
  • 00:15 and manage the project.
  • 00:17 The project management body of knowledge, the PMBOK Guide, defines a project
  • 00:23 as a temporary endeavor undertaken to create a unique product, service or result.
  • 00:28 Let's look at each of these terms in the definition.
  • 00:32 First is the term temporary.
  • 00:33 Projects do not last forever, although sometimes it feels that way.
  • 00:37 There is a defined start and end point.
  • 00:39 Second is Endeavor.
  • 00:41 Projects are work, not just a state of being.
  • 00:43 There's activity that must be done in the project.
  • 00:46 Third is Unique.
  • 00:47 Every project is different.
  • 00:49 Different requirements, different team members, different timing,
  • 00:52 different business conditions.
  • 00:54 The uniqueness causes many of the challenges of project management.
  • 00:58 And finally, there is a product, service, or result created by the project.
  • 01:02 There is something new available for the organization when the project is finished.
  • 01:07 So what does all that mean?
  • 01:09 Well a successful project is often said to be done fast, done right, and done cheap.
  • 01:14 The definition of fast, right, and
  • 01:16 cheap are the overarching constraints of the project.
  • 01:22 So let's explore those three categories of project constraints.
  • 01:25 We often show that with a triangle.
  • 01:28 The triangle constraints sets the project boundaries and
  • 01:31 helps us to understand project success.
  • 01:34 The first constraint is the project scope, the work that must be done.
  • 01:38 The project schedule constraint is the time period allotted for the project.
  • 01:41 And the project resource constraint are the people, money, and
  • 01:45 equipment used in the project.
  • 01:47 These three categories comprise the project constraints.
  • 01:50 All of the rest of our project management tools and
  • 01:53 techniques will be focused on managing and
  • 01:55 controlling these three categories to achieve the project objective.
  • 02:00 It might be helpful if we take a minute and look at each of these in more detail.
  • 02:04 What do we mean by the term Scope?
  • 02:07 Our definition of Project Scope said that it delivered a product, service,
  • 02:11 or result.
  • 02:11 In order to deliver this product, service or result, work must be done.
  • 02:16 Project Scope is the description of all the work
  • 02:19 that has to be done to create the project result.
  • 02:22 The constraint of the scope typically takes on one of two forms.
  • 02:26 Either it is features, meaning what must be developed or what must be created.
  • 02:31 Or it is quality of that work.
  • 02:33 How good is good enough?
  • 02:35 These two attributes define the scope constraints.
  • 02:39 Now let's take a look at the schedule constraint.
  • 02:42 Our project definition said that a project is a temporary endeavor.
  • 02:45 Unlike a process, which keeps going on and
  • 02:48 on continually, a project has a precise start an end point.
  • 02:53 Another schedule constraint is the relation of activities within the project.
  • 02:57 Which ones must be done sequentially, and which ones can be done in parallel?
  • 03:01 Which ones have special time windows when they must be done because of weather or
  • 03:05 calendar constraints?
  • 03:07 Our final category of constraint is the resource category.
  • 03:11 To complete the work of the project, resources like money, people, or
  • 03:15 equipment are required.
  • 03:17 Of course, there are limitations associated with these, also.
  • 03:20 One of the limitations is the type of resources that are available to
  • 03:24 the project.
  • 03:25 For instance, are there internal people available,
  • 03:28 or does the project need to hire new people?
  • 03:31 In addition to the types of resources,
  • 03:33 there's often limitation around how many resources will be assigned to the project.
  • 03:38 There may be 1,000 people in the organization, but
  • 03:41 only three are assigned to your project.
  • 03:43 The third aspect of resource constraint is actual availability of the resource.
  • 03:48 We may have $1,000,000 allocated for the project, but
  • 03:51 only 100,000 is available this year.
  • 03:54 The other 900,000 is in next year.
  • 03:57 So to wrap it up, there are three categories of constraint.
  • 04:00 Scope, schedule and resources.
  • 04:02 These three will be unique for each project.
  • 04:05 While we've talked about them separately, it should be obvious that they're related.
  • 04:09 A problem with scope may cause a delay, or require more resources to fix it.
  • 04:14 Likewise, a change in the schedule may change what activities or
  • 04:17 scope can be accomplished.
  • 04:20 When managing a project, if you know your triple constraints, and account for
  • 04:24 them in your project plan, and
  • 04:26 with your project control, you're likely to have a project success.

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