This article has multiple issues. Statements consisting only of project management project pdf research should be removed. Unsourced material may be challenged and removed. While its origins are unclear, it has been used since at least the 1950s.
The project manager can trade between constraints. Changes in one constraint necessitate changes in others to compensate or quality will suffer. For example, a project can be completed faster by increasing budget or cutting scope. Similarly, increasing scope may require equivalent increases in budget and schedule. Cutting budget without adjusting schedule or scope will lead to lower quality. In practice, however, trading between constraints is not always possible.
Moreover, in poorly run projects it is often possible to improve budget, schedule or scope without adversely affecting quality. The Project Management Triangle is used to analyze projects. It is often misused to define success as delivering the required scope, at a reasonable quality, within the established budget and schedule. The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project.
The scope constraint refers to what must be done to produce the project’s end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope. Basic Project Management” course, used a pair of triangles called triangle outer and triangle inner to represent the concept that the intent of a project is to complete on or before the allowed time, on or under budget, and to meet or exceed the required scope. The distance between the inner and outer triangles illustrated the hedge or contingency for each of the three elements. Bias could be shown by the distance.