Project management triangle
About: Project management triangle is a research topic. Over the lifetime, 11045 publications have been published within this topic receiving 243772 citations. The topic is also known as: triple constraints & triple constraint.
Papers published on a yearly basis
TL;DR: In this paper, the authors propose a new framework to consider success criteria, The Square Route, for IS-IT project management, which is based on the concept of stakeholder benefits against which projects can be assessed.
Abstract: This paper provides some thoughts about success criteria for IS–IT project management. Cost, time and quality (The Iron Triangle), over the last 50 years have become inextricably linked with measuring the success of project management. This is perhaps not surprising, since over the same period those criteria are usually included in the description of project management. Time and costs are at best, only guesses, calculated at a time when least is known about the project. Quality is a phenomenon, it is an emergent property of peoples different attitudes and beliefs, which often change over the development life-cycle of a project. Why has project management been so reluctant to adopt other criteria in addition to the Iron Triangle, such as stakeholder benefits against which projects can be assessed? This paper proposes a new framework to consider success criteria, The Square Route.
01 Feb 1985
TL;DR: Projects in Contemporary Organization as discussed by the authors is a collection of projects in contemporary organization, where the project manager is the project coordinator and the project budget is budgeted and cost estimations are made.
Abstract: Projects in Contemporary Organization. PROJECT INITIATION. Strategic Management and Project Selection. The Project Manager. Project Organization. Project Planning. Conflict and Negotiation. PROJECT IMPLEMENTATION. Budgeting and Cost Estimation. Scheduling. Resource Allocation. Monitoring and Information Systems. Project Control. PROJECT TERMINATION. Project Auditing. Project Termination. Epilogue. Photo Credits. Name Index. Subject Index.
TL;DR: In this paper, a comprehensive answer to the question of which factors are critical to project success depends on answering three separate questions: “What factors lead to project management success?”, "What factors leads to a successful project?" and "What factor leads to consistently successful projects?"
Abstract: A comprehensive answer to the question of which factors are critical to project success depends on answering three separate questions: “What factors lead to project management success?”, “What factors lead to a successful project?” and “What factors lead to consistently successful projects?” This paper draws on new empirical research from more than 70 large multi-national or national organizations to answer each of these three questions, and to identify 12 factors that are, in one way or another, critical to project success.
TL;DR: A rigorous data collection method called a "ranking-type" Delphi survey is deployed to produce a rank-order list of risk factors, which is compared with other published risk factor lists for completeness and variation.
Abstract: Advocates of software risk management claim that by identifying and analyzing threats to success (i.e., risks) action can be taken to reduce the chance of failure of a project. The first step in the risk management process is to identify the risk itself, so that appropriate countermeasures can be taken. One problem in this task, however, is that no validated lists are available to help the project manager understand the nature and types of risks typically faced in a software project. This paper represents a first step toward alleviating this problem by developing an authoritative list of common risk factors. We deploy a rigorous data collection method called a ranking-type Delphi survey to produce a rank-order list of risk factors. This data collection method is designed to elicit and organize opinions of a panel of experts through iterative, controlled feedback. Three simultaneous surveys were conducted in three different settings: Hong Kong, Finland, and the United States. This was done to broaden our view of the types of risks, rather than relying on the view of a single culture-an aspect that has been ignored in past risk management research. In forming the three panels, we recruited experienced project managers in each country. The paper presents the obtained risk factor list, compares it with other published risk factor lists for completeness and variation, and analyzes common features and differences in risk factor rankings in the three countries. We conclude by discussing implications of our findings for both research and improving risk management practice.
TL;DR: It is proposed that project complexity can be defined in terms of differentiation and interdependency and that it is managed by integration.
Abstract: Reference to the project dimension of complexity is widespread within project management literature. However the concept of project complexity has received little detailed attention. This paper reviews the literature on project complexity relevant to project management, with emphasis towards the construction industry. The paper proposes that project complexity can be defined in terms of differentiation and interdependency and that it is managed by integration.
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