Constrained by the Constraints

Although the famous triangle only includes three constraints, the PMBOK Guide 4th Edition lists three others (and not limited to):

• Scope
• Quality
• Schedule
• Budget
• Resources, and
• Risk

Constraints exist in all projects. The severity of each should be acknowledged in the beginning as to ensure it can be managed correctly throughout the project lifecycle.

Constraints are inter-related. A change in one area will affect another area. For example, a limited time to perform an activity will require more resources to complete it and this will incur more cost, thus the budget will be affected. Should the required number of resources are not met to ensure the budget is not affected, it might give a negative impact on the quality of the result, thus risking stakeholders’ displeasure.

While managing a project is about meeting client’s requirement, it is absolutely necessary to monitor the impact of the constraints against stakeholders’ expectations. Therefore, constraints should be identified at high level during creation of project charter and through progressive elaboration, it is further describe as more information become available.

Always communicate back new findings to the stakeholders to ensure the expectations remain parallel with the project outcome.

Change. What happens when it happens.

Changes will occur anytime during project execution.

A change that happens can be related to resources, schedule and/or scope of the project. Every time a change happens, it has to be managed across the famous triple constraint. These constraints are usually depicted as a triangle.

A change could be either a corrective action, a preventive action, a defect repair or an update. Whatever the change reasons are, they must be documented and go through the Change Control Board. This action belongs to the Perform Integrated Change Control process under the Monitoring and Control Process Group.

 

From PMBOK Guide 4th Edition (page 98): A change control board is responsible for meeting (Change Control Meeting) and reviewing the change requests and approving or rejecting those change requests.

Whether the decision by the board is to accept or reject the change, it has to be documented and communicated to the stakeholders. This is to ensure information is distributed and subsequently actions, if needed be, could be taken.

All approved change requests will be implemented under the Direct & Manage Project Execution Group.

Approved changed requests will make impact on one or more of the following:

• new or revised cost estimates
• change in activity sequences
• schedule changes
• resource requirements
• revised manpower
• additional risks; which will require new analysis and response alternatives

Any changes will result in updates to project documents and project management plan.

From your experience, what other things will be impacted when a change happens?