![]() ![]() The real value of the project triangle is to show the complexity that is present in any project. He calls this relationship PCTS (Performance, Cost, Time, Scope), and suggests that a project can pick any three. Lewis suggests that project scope represents the area of the triangle, and can be chosen as a variable to achieve project success. The cost line of triangle inner, however, was outside since the project ran significantly over budget. This was true of the technical objective line also. In this illustration, the time side of triangle inner was effectively on top of the triangle outer line. After years of development, oil flowed out the end of the pipe within four minutes of schedule. His example of a project with a strong time bias was the Alaska pipeline which essentially had to be done on time no matter the cost. The distance between the inner and outer triangles illustrated the hedge or contingency for each of the three elements. John Storck, a former instructor of the American Management Association's "Basic Project Management" course, used a pair of triangles called triangle outer and triangle inner to represent the concept that the intent of a project is to complete on or before the allowed time, on or under budget, and to meet or exceed the required scope. If you need to finish a job in a shorter time, you can throw more people at the problem, which in turn will raise the cost of the project, unless by doing this task quicker we will reduce costs elsewhere in the project by an equal amount.Īs a project management graphic aid, a triangle can show time, resources, and technical objective as the sides of a triangle, instead of the corners. The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.Īnother approach to project management is to consider the three constraints as finance, time and human resources. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope. The scope constraint refers to what must be done to produce the project's end result. ![]() The cost constraint refers to the budgeted amount available for the project. The time constraint refers to the amount of time available to complete a project. Moreover, in poorly run projects it is often impossible to improve budget, schedule or scope without adversely affecting quality. For example, throwing money (and people) at a fully staffed project can slow it down. In practice, however, trading between constraints is not always possible. In fact the scope can be a function of cost, time and performance, requiring a trade off among the factors. It is understood that the area of the triangle represents the scope of a project which is fixed and known for a fixed cost and time. ![]() Later, he expanded quality with performance, becoming CTQ. Martin Barnes (1968) proposed a project cost model based on cost, time and resources (CTR) in his PhD thesis and in 1969, he designed a course entitled "Time and Cost in Contract Control" in which he drew a triangle with each apex representing cost, time and quality (CTQ). Choose two." as stated in the Common Law of Business Balance (often expressed as "You get what you pay for.") which is attributed to John Ruskin but without any evidence and similar statements are often used to encapsulate the triangle's constraints concisely. Cutting budget without adjusting schedule or scope will lead to lower quality. ![]() Similarly, increasing scope may require equivalent increases in budget and schedule.
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