A project manager needs to know how quality is defined for the organization and the specific project. For others, getting it to market on time matters more. For some companies, keeping a project on budget is the most important measure of quality. For any given project, quality is defined within the project itself. One key point: There’s no universal standard for quality. With this additional time and scope, the end result might be a better product.
It sits at the center, where any change to any side affects it.įor example, if you’re ahead of schedule, you might be able to replace cut features or allow more time for existing tasks. Quality is the fourth part of the project triangle. To add features to a product (scope), you could extend the deadline to make time for the new work (time) or add people to get it done faster (cost). To finish the project under budget (cost), you could get rid of overtime and finish the project later (time) or cut features (scope). To bring in the finish date (time), you could spend more in resources (money) to finish the work faster or cut features (scope) so there’s less work to do before the new deadline. The project triangle is also known as the “iron triangle” and, less poetically, the “triple constraints.” Whatever you call it, it amounts to the same thing: You can’t change a project’s budget, schedule, or scope without affecting at least one of the other two parts Fourth, finish the project and celebrate! In this article Third, adjust what you can to fix the problem and optimize the project. How? First, when a problem comes up, locate it on the project triangle - is it about time (schedule), money (budget), or scope? Second, figure out which sides of the triangle you can change and which are “fixed” in place. The project manager’s job is to keep the whole triangle from falling apart. In slightly different terms, every project balances a “triangle” of time, money, and scope - you can’t change one without affecting at least one of the others. Pick two.”Įngineers have been saying this to project managers for decades.
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