When we talk about the triple constraint, we tend to look at these 3 dimensions mainly from a project planning perspective.
The project manager uses the triple constraint as an argument for negotiating budget, time and scope with the project sponsor.
In fact, the triple constraint should be the main concern of the project sponsor during the initiation phase, when the idea turns into a project, when the dream is on the verge of becoming reality.
- How much quality should we put into a new product before launching it?
- How much time should we invest in planning for its development?
- How much money should we invest in the whole project?
What’s often missed is that these three questions are linked to each other and that in order to answer them I have to ask a more strategic question.
Which is the driver: time, cost or quality?
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