A Holistic Look at Program and Project Constraints
By Gareth Byatt, Gary Hamilton and Jeff Hodgkinson
The Triple Constraint of managing the interaction of time, cost and scope is a familiar model to most Program and Project
Managers.
Delivering projects on time, within budget and per an agreed scope can be considered to be a “good result” by the project team.
But effectively managing these constraints does not guarantee that the project is deemed a success by all of its stakeholders.
Additional project constraints need to be taken into account to determine whether “complete” project success is achieved.
A general starting point for these additional constraints is this: think about the longevity of the project’s end output. Take a moment
to think about projects you have been involved in, or known about, that finished 12 months ago or longer. Did they deliver their end
output on or before schedule, on or below budget and did they fully meet the requisite expected level of scope and quality? If so,
great. Now fast-forward to today. Do you know how well the end output of that project is being used? And does it contribute to the
organisation in the way that may or may not have been originally anticipated?
History has many examples of projects that had a rocky ride until their completion, only to see the end outcome be fantastically
successful over a period of time. For example, consider the Sydney Opera House. The design was very challenging to build, and
for various reasons the project was completed well over time and budget. Not a great start to its life. Today, this iconic building is
one of the most visited landmarks in the world and is considered an icon of Sydney, and Australia. In retrospect, if you queried the
project’s stakeholders today, arguably all would agree that regardless of the time and budget overrun, the project has been a great
success.
Our take-away messages from this article are as follows:
(1) A project’s success depends on how well positioned its end output is placed to enable long-term benefits to be derived, and
how successfully these benefits are then achieved over the lifespan of its use
(2) If your project is part of a portfolio and/or program of works, its success needs to be measured by how well it contributes
towards the portfolio and/or program as well as how successfully it is delivered in its own right
Please note that our article does not seek to supplant the Triple Constraint as a principle. Instead we put forward some
suggestions on additional constraints that impact project success.
Here are our main Pointers for consideration:
1. A project’s budget, schedule and scope need to be aligned to the overall benefits of the intended output using benefits
management
2. Customer and Stakeholder satisfaction should be measured with a view to delivering the agreed benefits during the
project and the operation of its end output
3. Integrating the project into the organisation it is being delivered for depends on successful implementation planning (if
your organisation has a Project Management Office, its level of maturity will impact this)
4. Managing risks (positive and negative) throughout the project should “focus people’s minds”
5. Team dynamics, the organizational structure in which the project exists within and the methodology used to implement the
project are important constraints that impact project success
Our “double tetrahedron” below describes the main elements to these constraints:
Let’s look at each main point in turn:
1. A project’s budget, schedule and scope need to be aligned to the overall benefits of the intended output using
benefits management
To manage a project to budget, schedule and scope is of course important; nobody will dispute that. But take a moment to
consider how focusing entirely on these three constraints during design and build (or implementation) can potentially
create a “blinkered affect”, which could have a detrimental affect on the long-term use of a project’s output and the
benefits it is intended to provide. What if, mid-way through implementing an agreed element of design, your team is faced
with a choice on “which way to build to scope”? Choosing Option A is easier for them, and it allows you to keep on
schedule and budget; choosing Option B will throw you off course, be a hassle to an already busy team, but – and here’s
the but – if you think hard about it, you know it is the best option for the end Users of your final product. In such situations
it is worth pausing for a moment, consulting key stakeholders and making the best choice for the longevity of the product
– be it Option A or B. Think hard about the end benefits your project is designed to provide. As long as you have good
project management processes in place you will be able to manage any scope, budget and/or schedule change through
change control procedures.
2. Customer and Stakeholder satisfaction should be measured with a view to delivering the agreed benefits during
the project and the operation of its end output
This statement stands to reason, but it is not always easy to achieve – it needs focus early. The devil is in the detail.
Reaching agreement on the right measures (be they Key Performance Indicators, KPIs, or “Satisfaction Measures”) to
track, during a project and once its output is in use, should be a key part of your project planning. The measures you
agree are project constraints. Large projects with many internal and external stakeholders will inevitably have many
needs, and as a result it may not be practical to report all KPIs to all stakeholders – some KPIs will be relevant to a
particular group, others will not be. The type of industry you are working in has a large bearing on the measures used as
well. Consider whether customer and stakeholder satisfaction is dependent on “external constraints” of other projects
within a program or a portfolio. If it is, understand what these constraints are and how your project influences, and is
influenced by them.
3. Integrating the project into the organisation it is being delivered for depends on successful implementation
planning
In our parlance, “Implementation Planning” is about setting up the organisation structure so that when the project’s end
output is ready for use (be it a new car design, an IT system, a new hospital), the organisation can maximise its adoption.
For example, making sure that customer support networks are in place, and/or that ongoing product management will
ensure the new product/output is continually improved and maintained. Your project may well be part of a Business Plan
that requires several projects to be integrated to achieve “maximum value”. Thus, understanding these dependencies (or
constraints) is vital to its success.
Whilst Implementation Planning may not seem like a direct constraint to a project whilst it being built (or configured), it is –
because if you do not give is adequate focus during your project’s delivery phase, your Customers and other stakeholders
may not have the right level of “urgency” and desire to ensure the project’s efforts are geared towards the best long-term
outcomes for their organization(s).
4. Managing risks (positive and negative) throughout the project should “focus people’s minds”
Effective project risk management is generally recognised as a key determinant of project success. Risk management is
more than maintaining a Risk Register; it is about ensuring that all opportunities and threats are being constantly
monitored, with effective strategies to deal with them being agreed and implemented.
Risk management is a key constraint to delivering a project and the way you manage risks, and the appetite for risk that
your key stakeholders have, is an important determinant of success.
5. Team dynamics, the organizational structure in which the project exists within and the methodology used to
implement the project are important constraints that impact project success
Let’s consider each of these three “perimeter constraints” in turn, and how they play their part to affecting your project’s
success.
Team dynamics refers to the way you work as a team. Consider the way your team is or will be structured – is it a flat or
steep hierarchy (each has its own merits depending on the project)? How dispersed are your team members – across the
world or a country, or in the same office? How many different organisations are represented in the project team (for
example, is it a joint venture)? All such factors are constraints to manage.
The organizational structure in which your project operates refers to the “larger structure” of your parent organization or
organizations. Is it a functional structure, where functional managers have most say and power in how things are run, or is
it a projectized or matrix structure where Project Managers have more formal power?
Lastly, project implementation methodologies vary across different disciplines, be it manufacturing approaches such as
lean thinking or Kanban/Just In Time, or IT processes such as “waterfall or agile”. Overlay onto that general principles of
project management, such as project phasing and the structure of governance. Whichever methodology is agreed is a
constraint to be managed.
In conclusion, managing project constraints of time, budget and scope is important, but managing these constraints effectively
does not guarantee success in the eyes of all project stakeholders. Other constraints meld into these and affect a project’s
success. We suggest that important other constraints for consideration on most projects are:
1. Aligning budget, schedule and scope to the overall benefits of the intended output
2. Measurement of Customer and Stakeholder satisfaction
3. Implementation planning to integrate the project into the organisation it is being delivered for
4. Managing risks (positive and negative) throughout the project
5. Managing team dynamics, the organizational structure in which the project exists and the project methodology used
About
The
Article
Authors,
Their Plans,
And Their Roles
Gareth, Gary, and Jeff are experienced PMO, program and project managers who, starting in
February 2010, agreed to collaborate on a three (3) year goal to write 50 articles (pro bono) for
publication in any/all PM subject websites, newsletters, and professional magazines / journals.
Their Mission is to help proliferate good program and project management practice, add value
to the profession, and in earnest hope readers gain benefit from their 60 years of combined
experience.
To date, they have completed 12 articles and have an output of 1-3 per month.
Along with writing articles, each also champions a role in the overall process:
→ Gareth manages all additional guest collaboration
→ Gary manages the article development tracking and team metrics
→ Jeff manages the article distribution and new readership demographics
Each can be contacted for coaching, collaboration, and speaking individually or as a team.
Gareth Byatt is Head of the IT Global Program Management Office for Lend Lease
Corporation. Gareth has worked in several countries and lives in Sydney, Australia. Gareth
has 14+ years of project and program management experience in IT and construction. He can
be contacted through LinkedIn.
Gareth holds numerous degrees, certifications, and credentials in program and project
management as follows: an MBA from one of the world’s leading education establishments, a
1st-class undergraduate management degree, and the PMP®, PgMP & PRINCE2 professional
certifications. Gareth is also the APAC Region Director for the PMI’s PMOSIG and chairs
several peer networking groups.
He has presented on PMO, program and project management at international conferences in
the UK, Australia and Asia. Email Gareth: gareth.byatt@gmail.com
Gary Hamilton is the Manager of the PMO and Governance within Bank of America’s Learning
and Leadership Development Products organization. Gary lives in Bristol, Tennessee, USA
and works out of Charlotte, North Carolina. He has 14+ years of project and program
management experience in IT, finance, and human resources. Gary has won several internal
awards for results achieved from projects and programs he managed as well as being named
one of the Business Journal’s Top 40 Professionals in 2007. He can be contacted through
LinkedIn.
Gary holds numerous degrees and certifications in IT, management, and project management
and they include: an advanced MBA degree in finance, and has the PgMP®, PMP®, PMIRMP®, ITIL-F, and SSGB professional certifications.
Gary also is a 2009 Presidents’ Volunteer Award recipient for his charitable work with local fire
services and professional groups. Email Gary: PMExpert_GH@yahoo.com
Jeff Hodgkinson is the IT Cloud Program Manager for Intel Corporation. He is a 30-year
veteran of Intel Corporation, where he has had a progressive career as a program/project
manager. He lives in Chandler, Arizona, USA and was a past volunteer in various support
positions for the Phoenix PMI Chapter. Jeff was the 2nd place finalist for the 2009 Kerzner
International Project Manager of the Year AwardTM. Because of his contributions to helping
people achieve their goals, Jeff is in the Top 100 (85th) most networked and the third (3rd) most
recommended person on LinkedIn.
Jeff holds numerous certifications and credentials in program and project management, which
are as follows: CCS, CDT, CPC™, CIPM™, CPPM–L10, CDRP, CSQE, IPMA-B®, ITIL-F,
MPM™, PME™, PMOC, PMP®, PgMP®, PMI-RMP®, PMW, and SSGB.
Email Jeff: jghmesa@gmail.com