M. Ing. / Projects are generally undertaken because they are part of the plans to advance organisations to new levels of performance and to operationalise business strategies. Projects are however constrained by conflicting demands and competing priorities within the project environment. Project success is a topic of much debate, but it is generally agreed that successful projects meet the strategic objectives and higher purpose of the endeavour. The processes and methods of project management provide the structure, focus, flexibility and control to help guide significant project investments to beneficial change. The project management body of knowledge (PMBOK) endorses that every project is governed by the triple constraint, which reflects a framework for evaluating competing demands. The triple constraint is a critical project management concept that originates from the project basis and provides direction for framing the project. The triple constraint comprises the three key elements of scope, time and cost. Quality is an inherent objective of the project specification that takes root in all three properties of the triple constraint. The current literature in the project management domain suggests that there exists a lack of appropriate (and consistent) scholarship on the triple constraint and its dynamics. Project managers often create an illusion of tangible progress by relying heavily upon traditional on-time, on-budget and on-target measures – yet this tactic fails to address the strategy ambiguity or establish appropriate project goals. The triple constraint trade-offs are also often perceived as organisational problems that have a definitive solution – yet this tactic fails to effectively negotiate the triple constraint and leads to destructive conflict.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:2363 |
| Date | 04 June 2012 |
| Creators | van Wyngaard, Charles Jurie |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
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