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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
More filters
Journal ArticleDOI
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.

2,245 citations

Journal ArticleDOI
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?"

1,695 citations

Book
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.

1,645 citations

Journal ArticleDOI
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.

1,149 citations

Journal ArticleDOI
TL;DR: It is proposed that project complexity can be defined in terms of differentiation and interdependency and that it is managed by integration.

1,102 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023116
2022221
202115
202010
201914
201849