Project Pointers

by Marta Brockmeyer, Ph.D.
May 2003 Issue 2

As discussed in the previous issue of Project Pointers, setting a project goal is one of the most difficult aspects of project management. Once this has been completed and stakeholders have adopted it, the next step is to think about the life cycle and the triple constraints of the project. All projects, small and brief to complex and long-running, have a life cycle. This life cycle typically consists of seven steps:

In real world work, few things flow so smoothly that a project goes directly from Implement to Evaluate. It is far more likely that the Monitor and Adjust steps are repeated until true implementation occurs. This is normal and is not to be regarded as a limitation or failure.

Also, the Celebrate step may surprise you.  American culture does not make this step easy, as people are often uncomfortable "patting themselves on the back" or they move on quickly to other work. But some type of separate event should be planned to close out the project and thank those who contributed.  Don't forget the fun!

Triple Constraints

Just as all projects flow through a life cycle, all projects are affected by the three key limiting variables of time, scope and budget. These three push against-or restrain-the daily movement toward the goal. In project management, these are referred to as the triple constraints:

Time. Time is measured in many ways. For example, the organization may operate on a calendar year or a fiscal year. Work time may be recorded in units of minutes, hours, days, weeks, months or effort hours. The earliest possible start date or the latest possible ending date may also be very important.

Scope. Scope refers to the written project goal or goals-exactly what is to be accomplished. What are you doing? Why? How will things be different when the project ends? If the scope is clear and understood by all parties, these questions can be answered.

Scope should also include a description of concrete project outcomes. The term deliverable is used to represent the measurable, tangible product that is created as a result of the project.

It is very common for the scope to increase as the project moves forward. This change in scope is called scope creep.  Unless time and budget expand to meet the scope creep, the project cannot be completed as originally outlined.

Budget. When you think about the budget, it is easy to think only of the amount of money that has been awarded to the project. But all resources must be reviewed if the true project costs are known. Staff time, materials, space, and equipment fall within this constraint.

In project management, it's the interplay of the three that demands so much attention. But at key points during any project, one of the above constraints is more important than the others. At that point, it becomes the driver because it "drives" the project. This focus on one constraint will require changes elsewhere.

With an understanding of the project life cycle and the triple constraints, you are ready to look at ways to organize and manage the various project components. The next issue of Project Pointers will discuss project management tools and how they can reduce stress by keeping things on track.

A project is an organized, temporary endeavor that creates a unique product or service.

Training to Meet Your Needs

Marta will be delivering workshops at two international conferences and several state association meetings this year. Ask how project management training can help your work group or organization meet goals, on time, within budget.