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The Six Dimensions of Project Management: Turning Constraints into Resources
New Releases. Free delivery worldwide. Description Learn how to turn constraints into resources to achieve project objectives! Through case studies and practical exercises, The Six Dimensions of Project Management demonstrates the six possible combinations or dimensions of the "hierarchy of constraints" time, cost, and performance existing in a hierarchy of driver, middle and weak constraint and the specific set of challenges and opportunities associated with each.
Project managers will learn how to recognize a project's dimension and, by understanding its set of problems and resources, get the job done on time, on budget, and to spec! You will uncover hidden flexibility, unlock valuable new resources, discover threats before they turn into problems, and win the admiration of customers and projects sponsors alike. Learn how to turn constraints into resources to achieve project objectives!
Through case studies and practical exercises, "The Six Dimensions of Project Management" demonstrates the six possible combinations or dimensions of the 'hierarchy of constraints' time, cost, and performance existing in a hierarchy of driver, middle and weak constraint and the specific set of challenges and opportunities associated with each. Project managers will learn how to recognize a project's dimension and, by understanding its set of problems and resources, get the job done on time, on budget, and to spec!
You will uncover hidden flexibility, unlock valuable new resources, discover threats before they turn into problems, and win the admiration of customers and projects sponsors alike. Dobson , Michael S. The scope constraint refers to what must be done to produce the project's end result.
These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope. The discipline of project management is about providing the tools and techniques that enable the project team not just the project manager to organize their work to meet these constraints.
Another approach to project management is to consider the three constraints as finance, time and human resources. If you need to finish a job in a shorter time, you can throw more people at the problem, which in turn will raise the cost of the project, unless by doing this task quicker we will reduce costs elsewhere in the project by an equal amount. As a project management graphic aid, a triangle can show time, resources , and technical objective as the sides of a triangle, instead of the corners.
The distance between the inner and outer triangles illustrated the hedge or contingency for each of the three elements. Bias could be shown by the distance.
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His example of a project with a strong time bias was the Alaska pipeline which essentially had to be done on time no matter the cost. After years of development, oil flowed out the end of the pipe within four minutes of schedule. In this illustration, the time side of triangle inner was effectively on top of the triangle outer line.
This was true of the technical objective line also. The cost line of triangle inner, however, was outside since the project ran significantly over budget. James P. Lewis  suggests that project scope represents the area of the triangle, and can be chosen as a variable to achieve project success. The real value of the project triangle is to show the complexity that is present in any project. The plane area of the triangle represents the near infinite variations of priorities that could exist between the three competing values.
By acknowledging the limitless variety, possible within the triangle, using this graphic aid can facilitate better project decisions and planning and ensure alignment among team members and the project owners. The STR model is a mathematical model which views the "triangle model" as a graphic abstraction of the relationship:.
Scope refers to complexity which can also mean quality.
Resources includes humans workers , financial, and physical. Note that these values are not considered unbounded. For instance, if one baker can make a loaf of bread in an hour in an oven, that doesn't mean ten bakers could make ten loaves in one hour in the same oven Due to the oven capacity. For analytical purposes, the time required to produce a deliverable is estimated using several techniques. One method is to identify tasks needed to produce the deliverables documented in a work breakdown structure or WBS.
The work effort for each task is estimated and those estimates are rolled up into the final deliverable estimate. The tasks are also prioritized, dependencies between tasks are identified, and this information is documented in a project schedule. The dependencies between the tasks can affect the length of the overall project dependency constrained , as can the availability of resources resource constrained.
Time is different from all other resources and cost categories. Using actual cost of previous, similar projects as the basis for estimating the cost of current project. To develop an approximation of a project cost depends on several variables including: resources, work packages such as labor rates and mitigating or controlling influencing factors that create cost variances.