PM Focus on Triple Constrain Samples †MyAssignmenthelp.com

Question: Discuss about the PM Focus on Triple Constrain. Answer: Introduction In this report, the case study of Denver International Airport Baggage Handling will be discussed to understand the reason behind the failure of the project. The study will analyse, provide information about the importance of Triple Constrain, and discuss the elements of it with example to better understand the concept of using triple constrain. Finally, it will conclude the changes mentioned in the triple constrain that describes the problem and mistakes done in designing and construction of the system. Importance of PM focus on Triple Constrain based on the case study In the case study of Denver International Airport Baggage Handling that have experienced a horrific problem and failure in the system plan (Burge and McCall 2015). According to the opinion of the expert, they were running out of test time due to some changes requested from the airlines, while working and facing problems from other vendors and electrical power supply failure in the airport (Wanza and Susan 2017). This happens because Denver could not implement proper planning strategies to overcome such changes. Denver has even underestimated the project complexity. Due to improper planning and management skill, Denver end up making a decision that has affected the project execution (De Neufville 2016). The main reason for undertaking a project plan is to meet the needs of the business and get a new level of performance through charter organizations (DuBois et al, 2015). Within the environment of the project are competing priorities and demands are conflicting when constrained. The mo dern project is bound by three elements which is also known as the Iron Triangle in a Project Management which is shown as below: Scope, time, budget Scope, schedule, cost Good, fast, cheap Understanding triple constraints in PM with other examples Guardrails are the basic level for a project as it has the entire concept to which everyone agree before beginning any project. When the stakeholders creep the scope, a clear signal is provided by the triple constrain. The forces and the external factors that affect more than one legs of the project managers has measured by empowerment (Serrador, P. and Turner, R., 2015). The figure below gives an idea about how the dashboard helps the project managers to track the project scope, schedule and budget and meet any project needs. The triple constrain is helpful for the supervisors and the project managers as they can raise an alert before the adverse impact in the project. The dashboard regulates and delivers a best quality project that should measure the three factors. It is a fact that cost, time, and scope are inter-related for the starters project manager. Moreover, if any adjustment has done by the triple constraint, it will affect the others too. There are many cases in which the project manager wish to add scope to a project or may accept the change in the budget cut without determining the consequences. The potential repercussions of the project cost, time and scope of Denial may lead to issues and cause failure of the project (Serra and Kunc 2015). The project triple constrain has become codified in the manufacturing industry. Many projects have result in finished products with the use of triple constrain concept. The case of a united airline project that order twenty 707 jets from a Boeing manufactu rer including a total budget, delivery expectation of complete 20 functioning planes and an estimated timeline (Lopez, Mascione and Liu 2017). Later, if the United want to request for more planes then the timeline and budget will be shifted accordingly. Conclusion However, from the above it has concluded that though there is changes in the names of the three elements that has mentioned in the triple constrain but all of them measure the same thing, a fixed schedule or timeline, a set of deliverables or expectations that are fixed and a fixed budget. If anything happens to any one element of the triangle then to accommodate the changes, one or both the other elements need to be adjusted. References Burge, J.E. and McCall, R., 2015. Diagnosing Wicked Problems. In Design Computing and Cognition'14 (pp. 313-326). Springer, Cham. De Neufville, R., 2016. Airport systems planning and design. Air Transport Management: An International Perspective, p.61. DuBois, M., Hanlon, J., Koch, J., Nyatuga, B. and Kerr, N., 2015. Leadership styles of effective project managers: Techniques and traits to lead high performance teams. Journal of Economic Development, Management, IT, Finance, and Marketing, 7(1), p.30. Lopez, R., Mascione, D. and Liu, H.J., 2017. Management of issues in the delivery of airport infrastructure within Western Australia. Proceedings of the Institution of Civil Engineers-Management, Procurement and Law, 170(5), pp.207-217. Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on project success and on the execution of business strategies. International Journal of Project Management, 33(1), pp.53-66. Serrador, P. and Turner, R., 2015. The relationship between project success and project efficiency. Project Management Journal, 46(1), pp.30-39. Wanza, M.B. and Susan, W.E.R.E., 2017. Challenges Facing The Implementation Of Clearing System Upgrade Projects In Kenya: A Case Study Of The Direct Debit Automation In Selected Commercial Banks. International Journal of Project Management, 1(7), Pp.119-137.