2.7. Fundamental Concepts: Project Constraints

The slide animation will guide you through this slide. Note that it is a natural continuation of the

discussion on project definition from the previous slide. Start with the definition of constraints and

note that some of the project attributes mentioned by participants were actually examples of such

factors. Ask participants if they can recognise them. Most likely they will point the budget and

schedule. Confirm that; however, note that they should be able to distinguish between the budget

in the sense of a component of project plan and financial resources in the sense of a budgetary

constraint. By the same token, schedule is a component of project plan while the constraint will be time (or expected/mandatory project finish date). Emphasize that this is a very important distinction

that often leads to confusion.

Then explain the concept of a “project triangle”. Ask the participants why is this relationship

represented by a triangle. They should understand that the three constraints are interrelated. A

change in one of them requires adequate changes in at least one other dimension. If all three

constraints are rigidly fixed, the project is in fact unmanageable.

As a next step ask participants to provide examples of other constraints. They may include things

such as: quality, safety, security, technical limitations, legal regulations, internal procedures, etc.

Then explain that in order to manage the project constraints effectively, project manager should:

• Identify the key project constraints;

• Express them in terms of measurable parameters defined as acceptable range rather than

single points;

• Prioritize them based on input from key stakeholders;

• Align progress monitoring and reporting system with them;

• Identify specific risks associated with individual constraints.

Finally, introduce the project priority matrix as a simple yet powerful tool that helps in most of those

tasks. It should be created at least for the three basic constraints but can also include other. For

each of the identified constraints you need to establish if it is accepted, enhanced, or constrained

based on the following definition:

• Constrain: The original parameter is fixed; the project must meet the completion date, specifications and scope of project or budget/resource limitation.

• Enhance: Given the scope of the project, which criterion should be optimized? In the case

of time and cost, enhancing means adding value to project.

• Accept: For which criterion is it tolerable not to meet the original parameter?

In most of the project at least one of the three constraints belongs to the first category. This is not

such a big issue if the other two can be enhanced or accepted. The real challenge begins if more

than one constraints are mandatory and non-negotiable.

Ask participants if they have any questions, respond to them and then follow to exercise “Project

Constraints”. Note that this exercise is optional—you can skip it or do it together with the group as

part of the discussion of this topic.

Timing: 10–35 minutes

Up to 10 minutes—presenting and discussing the topic Up to 20 minutes—conducting the exercise with the wrap-up Up to 20 minutes—presenting and discussing the topic with exercise conducted as part of the discussion 5 minutes—time buffer

Note that this slide and the associated topic allows you for some flexibility in the time management aspect of the course. The topic is very important and should not be neglected but if you need to generate some additional time for other topics or activities you will find it here. In its shortest version you may compress the duration to about 10 minutes. However, do this only as a last resort. A more expanded version (with the exercise conducted as part of the discussion) would take approximately 20 minutes. A full version with stand-alone exercise done by participants may last up to 40 minutes.