Supposethe Iron Triangle is modified
Supposethe Iron Triangle is modified
Aniron triangle may be modified to suit the field of quality systemmanagement. In this regard, the triangle may have ResourceAvailability occupying its center, with the three sides having Scope,Cost, and Schedule.This arrangement may have a certain implication, especially in linewith the implementation of a given project and realizing ofdeliverables (Wysocki, 2014). Quite clearly, projects are normallydependent on most of the four variables highlighted, and a completecoordination of these elements could result in high levels of successon the part of the project manager and other stakeholders involved.It as well ensures that the quality of the deliverables obtained iswithin the preferred standards.
Resourceavailability relates to the easy access of the capital that isnecessary to run the project. The resources include both thefinancial and human capital as both of them are necessary to thiseffect (Sallis, 2014). Financial capital not only needs to be enoughbut also consistent and timely in order to assure the continuous flowof the projects, thus reducing the risk of experiencing constantbreakdowns as the management seeks for funding. The management may,therefore, rely on looking for multiple sources of funding to assistin dealing with the problem and preventing worse scenarios fromtaking place.
Humancapital refers to the people who shall take part in the running ofthe project including all the stages from its inception to itsclosure and evaluation. It is imperative to settle on personnel whoare highly motivated and visionary (Conti, 2012). This means thatsuch people will be more geared towards ensuring that the goals ofthe project are realized. The management may need to hire people whoare highly skilled at their work to certify that competence isapplied in the endeavor. These strategies are bound to bring betteroutcomes. The fact that resource availability occupies the center ofthe iron triangle shows that it holds a very intricate part towardsthe realization of the project outcomes. This variable guaranteesthat all the other variables are applicable and without is, all theothers could be deemed irrelevant.
Thescopecomprisesthe goals and deliverables that need to be achieved at the end of theproject. It may as well mean the resources and tools that arenecessary towards the project’s achievement. If the scope of theproject is big, more resources may be required to achieve it. Thequality of the deliverables is edged on the quantity of resourcesthat were accorded to a given project as well as the expanse of timethat went into running the project to its completion. It is importantfor the project manager to carry out proper baseline survey duringthe planning phase of the project (Sallis, 2014). This activity willenable him to establish the correct amount of resources that may berequired to run the project, as well as the extent of time needed soas to guarantee that the objectives set are realized, and are withintheir preferred quality.
TheCostissimilarly a vital factor in a particular project. It is the amount offunds that are essential towards acquiring a given resource orelement (Birolini, 2012). The quality of the project is not onlydependent on the provision of resources crucial to running it, butalso to a positive cost-benefit effect. This means that the cost of agiven resource should not be higher than the benefits that theparticular resource may have towards the project, in the long run.
TheScheduleis the time needed to complete a certain project. It shows thetimelines that are set towards the accomplishment of certainactivities in the project. It, therefore, guides the project towardsthe realization of the established goals (Wysocki, 2014). Themanagement needs to set high levels of checks and controls that aregeared towards confirming that the project sticks to the timeallocated and does not veer off the schedule.
Ahigh-quality project is that which warrants that the deliverables setup are accomplished in the assigned time, and assets. It is,notwithstanding, quite challenging for it to be the case since thesevariables are normally competing with each other. For instance, ifthe schedule allocated for the project is quite tight, the scope ofthe project could be affected, since it may either be hard to achievethe goals or fewer goals may be attained (Wysocki, 2014). At the sametime, accomplishing the scope of the project in a schedule would meanthat the cost of the project may be quite high. At times, the costcould be higher than the outcomes that may be realized from theproject in the long run. It is important to ensure that all the fourelements that are needed for a project are prepared to attain somelevel of balance. The project manager may need to relax the schedulea little bit and use moderate resources to realize the goals withinthe preferred scope.
Whenevera specific resource is concurrently allocated to more and moreprojects, it means that some projects may not get enough of it. Someprojects may take in more of the resources than earlier anticipated,and thus causing a deficit (Birolini, 2012). The project manager mayneed to assign a unique resource to each project to prevent such aproblem from taking place. This practice will confirm that therunning of one project does not compromise the other projects in anyway.
Costsavings may be brought up at any phase of the project cycle. However,the most preferred point of bringing up the issue is during theplanning phase of the project whereby the resources needed to run agiven project are weighed against those that are available (Conti,2012). In most cases, these resources are usually scarce, and theredevelop the need to come up with cost-saving measures that wouldbenefit the project.
Iwas once involved in a certain project where we were preparing for acertain party. A scope creep came up, in that the number of peoplewho turned up for the event was more than what we had anticipated.This challenge came up because we had not taken proper plans inestablishing the number of people who would attend the occasion.Moreover, we were more focused on other areas, such as the source offinancing for the party. The project manager was, however, not ableto reverse scope creep because we identified the problem too lateduring the party. It is, however, possible to reverse a scope creep,especially when the problem is recognized earlier.
Birolini,A. (2012). Qualityand reliability of technical systems: theory, practice, management.Springer Science & Business Media.
Conti,T. (2012). Buildingtotal quality: a guide for management.Springer Science & Business Media.
Sallis,E. (2014). Totalquality management in education.Routledge.
Wysocki,R. (2014). Effective Project Management (7th Ed.). Indianapolis, IN:Wiley Publishing. ISBN-13: 978-0470042618