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Managing the triple constraint involves
Managing the triple constraint involves
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Most of the projects are approved out of three constraints; they are cost, time and scope. These three are important factors commonly called as triple constraint or frequently represented as a triangle. The above figure represents how the project should be deliverable with certain ideas, such as • project should be delivered within cost • Project should be delivered on time • Projects must meet the agreed scope – no more, no less • Project must also meet customer quality requirements Any organization when they take up project, they will do the work and be successful within this triple constraint. The project manager must have the knowledge to balancing of these three elements, and …show more content…
I took up a project to build a Rewinder Machine and assemble in a certain place. While I am almost done on my project but my company came with new requirements in middle of the project to add some more options to run the machine with auto and manual. It told to them, if you want to add some options it takes a time and the cost will be extra to add for the elements into the product. My company says yes, but they said to me to deliver the product on time. It is little bit difficult to deliver the product on time, so I put some extra man power to do the work on day and nights to complete the project. This is one of my examples I took up the projects and complete with the process of triple constraint. I believe that all the projects are carried out under these triple constraints, such as time, cost, and scope. Time: As everyone says ‘time is money’, any product that can slips away too easily. Every project has a due date for delivery the product. When we reduce the project time, we need to increase its cost or reduce its scope. The project manger has to analyze the every scope of the project. The amount of time is required to complete the
This process captures those activities which can be completed simultaneously and those that must be completed prior to beginning another phase, the “critical” activities (Grochels, 2012). Therefore this method gives the product manager knowledge of how long the project will take, which activities must be completed on time, how much it will cost to speed up the process and what the least costly way to finish the project faster would be (Baker, 2002). These benefits greatly increase the probability of a project being completed on time and on schedule, however they system does have
Large and small businesses, governments, and schools strive to build the next new gadget, manage resources more efficiently, and teach or train in more creative ways. If they set out blindly on a task without proper oversight and thought about the process, then surely the result would be a dismal failure. Project management enables these entities, and various others, to carefully consider the many variables before, during, and after the project actually takes place. Project management refers to the careful planning, organization, and management through a single one-time activity. Projects are non-routine tasks that are set out to be accomplished for a specific amount of time (Trelles-Duckett & Lonergan , n.d.). Projects have an absolute
Time-phased project work is the basis for project cost control. Work package duration is used to develop the project network. Further, the time-phased budgets for work packages are timetabled to establish fiscal measures for each phase throughout the project. The time-phased budgets are to emulate the real cash needs of the budget, which will be used for project cost control. This information is useful to estimate cash outflows. The project manager's attention is on when the costs are to occur, when the budgeted cost is earned, and when the actual cost materializes. This information is made up to measure project schedule and cost variances (Gray & Larson, 2005). The following are typical types of costs found in a project:
First is to examine each of those projects to the corporate objectives, compare and contrasting project selection criteria and justify why a project meets the selection criteria.
Another important characteristic of most projects is that many of the resources performing the individual project tasks are sub-contracted resources, at least in terms of their relationship to the project manager. As sub-contracted resources, they are often committed to completing more than one project specific task during any given window of time. The issue of resource availability is often further complicated by the nature of the disturbances associated with most project specific tasks. As a result, most sub-contractors will only commit to completing a project specific task within a window of time and by a specific date, regardless of the fact, that the actual time required to complete the project specific task is generally much smaller than the allotted time window. Hence, the detail scheduling of the sub-contractors resources is generally something that most project managers have little or no direct control over.
Kezner, H. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 6th. New York: John Wiley and Sons, Inc, 1998. Print.
The projects in today’s world are given a lot of importance and it will continue to grow in the coming years. There are a lot of companies which do not have production, but all of them do have projects. There are a lot of books which have been published on which related to planning and managing the projects. The one of the most important one was published by the author Eli Goldratt in his book ‘Critical chain’. This book basically talks and shows how the application of theory of constraints in the field of project management. The novel is basically based on one of the MBA classes in America where a number of ideas are developed in discussions among the students and the lecturers. The lecturer is basically fighting for a tenure with the president of the university who expects a downturn in the executive MBA. The lecturer who teaches project management has a word with one the senior colleagues and project management was the right topic to teach. There were three students who were placed in the project management team of their company which manufactures electronic products. The students are enrolled in this MBA class along with other students, here they discover a new approach to project management which is known as the
Simpson, W. (2010). Project Planning and Control When Time Matters: Focus on Process to Synchronize and Drive Results. Production and Inventory Management Journal, 46(2), 26-43. Retrieved July 19, 2011, from ABI/INFORM Global. (Document ID: 2278162401).
Project management is said to be completed within time when it completed within the “triple constraints”: cost, time and quality. And in a lot of causes, one them is sacrificed so as to meet the other two. Project managers prioritize which ones are the most important.
Constraint also referred as bottleneck are those paint points or the link that is weakest in the process of the organization which may slow down or hamper the smooth running of the entire organization. As rightly said by Goldratt ”organizational performance is dictated by constraints”. Constraints are the restrictions that prevent an organization from maximizing its performance and achieving its goals. Constraints can involve people, supplies, information, equipment, or even policies, and can be internal or external to an organization. Constraints can be categorized in one of the following categories: behavioral, managerial, capacity, market, and logistical each having its own impact on the smooth operation of the organization. For instance,
The approval process at National Corporation has a major impact on the project, the approval process for the purchase had to go through the Engineer, the Chief Engineer and the vice president for final approval which has time implications for project timelines. The use of quality planning will ensure that few changes to product specifications are required during project execution and a product that meets both customer expectations and end-user expectations will be developed. The change to project management means changing deeply ingrained habits of organisational behaviour (Graham and Englund, 2004).
The aspect of Critical Chain Project Management was established and publicized in the year 1997 by one of the prominent scientists by the name Dr. Eliyahu M. Goldratt. This assumption of the Critical chain management developed its roots through the basis of the Theory of Constraints (TOC), which was formulated by Dr. Goldratt’s inventions viz. This Project Management Method emerges into action subsequently with the initial Project Schedule is arranged, thus, this arrangement involves the formation of the task dependencies and planning essentials (Mahadevan, p.168). The developed critical work becomes revised following the concept of the Critical Chain Method. Therefore, with this regard, the methodology is attributed and this assumes the constraints in connection with every task that is incorporated.
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.
The project scope statement identified in the initiation phase, serves as the main input when estimating the time and duration for a project. Concerning TM it is important to allocate appropriate time to the projects scope, project duration so that cost overruns can be avoided together with penalty clauses and reputation damage.
Project management involves all activities that encompass scheduling, planning, and controlling projects. A successful project manager ensure that an organization’s resources are being used both efficiently and effectively. Most projects need to be uniquely developed require a sense of customization and the ability to adapt to any posed challenges. The scope of effective project management includes defining what the project is and what is being expected to be accomplished. Projects are imposed to fulfill a certain need and project managers must have the ability to create the proper definition. Goals and the means used to attain those goals have to be clearly stated. Project Managers must also have the ability to plan