1. The Three Constraints

2. The Three Constraints Project Parameters Scope Quality Cost Time
Resource Availability

3. Resource Availability
The Three Constraints
Understanding the Scope Triangle
Scope and Quality
Time
Cost
Resource Availability

4. Understanding the Scope Triangle
These constraints form an interdependent set- a change in one constraint can require a change in another constraint in order to restore the equilibrium of the project.
The set of five parameters form a system that must remain in balance for the project to be in balance.

5. scope Scope is a statement that defines the boundaries of the project.
It tells not only what will be done but also what will not be done.
In information systems industry functional specification.
In engineering profession  statement of work.
scope is the foundation for all project work to follow.
project’s scope can change.

6. Quality
Product quality: the quality of the deliverable from the project.
Process quality: the quality of the project management process itself. How well the project management process works and how can it be improved. Continuous quality improvement and process quality management are the tools used to measure process quality.

7. Quality management program
A sound quality management program with processes in place that monitor the work in a project is a good investment.
It helps organizations use their resources more effectively and efficiently by reducing waste and revisions.

8. Cost The budget that has been established for the project.
The project manager prepares a proposal for the projected work. That proposal includes an estimate of the total cost of the project.

9. Time
The client specifies a time frame or deadline date within which the project must be completed.
To a certain extent, cost and time are inversely related to one another. The time a project takes to be completed can be reduced, but costs increase as a result.

10. Resources
Resources are assets such as people, equipment, physical facilities, or inventory. They are central to the scheduling of project activities and the orderly completion of the project.
For systems development projects, people are the major resources. Another valuable resource for systems projects is the availability of computer processing time ( mostly for testing purposes ).

11. Envisioning the Scope Triangle as a System in Balance
Separate resources as defined here because they are controllable by the project manager .
The project plan will have identified the time, cost, and resource availability needed to deliver the scope and quality of a project.

12. Changes throw the system out of balance- Examples
The client calls with an additional requirement for a feature that was not envisioned during the planning sessions.
Perhaps the market opportunities have changed, and it is necessary to reschedule the deliverables to an earlier date.
a key team member leaves the company and is difficult to replace.

13. Envisioning the Scope Triangle as a System in Balance
The project manager controls resource utilization and work schedules. Management controls cost and resource level. The client controls scope, quality, and delivery dates.

14. Ch01: What is a Project? The Creeps Scope Creep Hope Creep
Creeps to Watch Out For
Scope Creep
Hope Creep
Effort Creep
Feature Creep
The Creeps

15. Managing the Creeps
Creeps here refer to minute changes in the project due to the obscure, and for awhile unnoticeable, actions of team members.

16. Scope Creep
Scope creep is the term that has come to mean any change in the project that was not in the original plan.
Market conditions are dynamic. The competition can introduce or announce an upcoming new version of its product.
Scope creep isn’t necessarily anyone’s fault. It is just a reality that has to be dealt with.
Your job as project manager is to figure out how these changes can be accommodated

17. Hope Creep
Hope creep happens when a project team member falls behind schedule but reports that he or she is on schedule, hoping to get back on schedule by the next report date.
The project manager must be able to verify the accuracy of the status reports received from the team members.

18. Effort Creep
Effort creep is the result of the team member working but not making progress proportionate to the work expended.
Each week the status report records progress, but the amount of work remaining doesn’t seem to decrease proportionately.
Other than random checks, the only effective thing that the project manager can do is to increase the frequency of status reporting by those team members who seem to suffer from effort creep.

19. Feature Creep
Feature creep results when team members arbitrarily add features and functions to the deliverable that they think the client would want to have.
Even when adding a feature or function seems rather insignificant, you need to look at the possible consequences.
a formal change request must be filed, and if it is approved, the project plan and all related activities will be appropriately modified.

20. Ch01: What is a Project? Applying the Scope Triangle
The Scope Triangle is a system in balance.
The lengths of the three sides exactly bound scope and quality.
Change in the variables will cause the system to be out of balance
In such cases use the scope triangle to
Build a problem escalation strategy
To structure the Project Impact Statement

21. Problem escalation strategy Problem Resolution
The scope triangle enables you to ask the question, ‘‘Who owns what?’’
The answer will give you an escalation pathway from project team to resource manager to client.
The client and senior management own time, budget, and resources.
The project team owns how time, budget, and resources are used.
Within the policies and practices of the enterprise, any of these may be moved within the project to resolve problems that have arisen.

22. Scope Change Impact Analysis
This is a statement of the alternative ways of accommodating a particular scope change request of the client.