Academic literature on the topic 'Project management triangle'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Project management triangle.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Project management triangle"
1
Bishop, John C., and E. Casey Madden. "Engineering Management and Project Triangle." Journal of Management in Engineering 10, no. 4 (July 1994): 24–27. http://dx.doi.org/10.1061/(asce)9742-597x(1994)10:4(24).
Full text
2
Pollack, Julien, Jane Helm, and Daniel Adler. "What is the Iron Triangle, and how has it changed?" International Journal of Managing Projects in Business 11, no. 2 (May 8, 2018): 527–47. http://dx.doi.org/10.1108/ijmpb-09-2017-0107.
Full textAbstract:
Purpose The Iron Triangle, also called the Triple Constraint, is a central concept to project management research and practice, representing the relationship between key performance criteria. However, there is disagreement about which criteria should be represented on the vertices of this triangle. The purpose of this paper is to explore which concepts are part of the Iron Triangle, and how these concepts have changed over time. Design/methodology/approach This paper explores 45 years of project management research, drawing on a database of 109,804 records from 1970 to 2015. Three corpora were constructed, representing the project management and Time, Cost, and Quality Management literature. Time and Cost are consistently identified as part of the Iron Triangle. However, the status of quality is contested. Key concepts in the project management literature were explored using scientometric research techniques, to understand the relationship between these concepts. Findings Significant links were found between Time, Cost, and Quality, verifying these concepts as the vertices on the Iron Triangle. These links were significantly stronger than links to alternatives, such as Scope, Performance, or Requirements. Other concepts that are core to the Iron Triangle were also identified, and how these have changed over time. Originality/value This research develops the understanding of a key project management concept by clarifying which concepts are part of the Iron Triangle, based on evidence of how the concept is used in research. This paper also reveals the context in which this concept is used, and how this has changed over the last 45 years.
3
Turner, Michelle. "Beyond the iron triangle: reflections of an early career academic." International Journal of Managing Projects in Business 9, no. 4 (September 5, 2016): 892–902. http://dx.doi.org/10.1108/ijmpb-01-2016-0005.
Full textAbstract:
Purpose The Rethinking Project Management (RPM) research agenda has been influential in multiple domains. These include industry, education and research. In response to the call for papers for this special issue, the purpose of this paper is to consider RPM with a particular focus on the human side of project management. Design/methodology/approach Prior to joining academia, the author worked as a project manager for 15 years. This provided an opportunity for the author to consider the influence of RPM from three viewpoints: project practitioner; project educator; and researcher in project management. Findings Resources originating from project management bodies of knowledge and professional associations relating to the human side of project management are limited. This serves to emphasize the importance of the RPM-inspired research and its influence on the teaching and education of project professionals. The RPM agenda has also served to endorse a research agenda which is wide ranging and one that seeks to better understand and support the human element of project management. Originality/value RPM has encouraged researchers to consider project management beyond classical project management and the iron triangle of time, cost and quality. In doing so, there has emerged a rich and diverse body of knowledge which underpins the human element of project management and positively impacts the skills development of project professionals and the practice of project management.
4
Parker, David W., Nicholas Parsons, and Fitri Isharyanto. "Inclusion of strategic management theories to project management." International Journal of Managing Projects in Business 8, no. 3 (June 1, 2015): 552–73. http://dx.doi.org/10.1108/ijmpb-11-2014-0079.
Full textAbstract:
Purpose – The purpose of this paper is to explore the benefits of integrating the theory of constraints (TOC), resources-based theory (RBT), resource advantage theory (RAT), with a structured project-based methodology e.g., Project Management Body of Knowledge. This paper describes each theory and explores what benefits a unified model would bring to project management. This paper represents the conceptual development of an integrated framework that will be tested in a range of project management scenarios in various industrial sectors. Design/methodology/approach – Extant literature is used to develop a conceptual framework of an integrated model that will be tested in the field for robustness. The model has been applied to published projects to identify its strengths and weaknesses. Findings – The work shows important implications for improved success of projects from the use of TOC, RAT and resource dependence theory (RDT). Specifically, it emphasizes the need for application of strategic theories to project management. Research limitations/implications – While TOC, RAT and RDT are well established in the context of organization theory, there is limited application in project management. Moreover, the model has yet to be applied in the field. The hypotheses identified in this research are currently being tested using field-based surveys. Practical implications – The research falls short in addressing some resources, e.g. innovation, tacit knowledge and decision making methods in traditional project management context. Therefore, identifying these critical resources in future work and exploiting them as the means of improving project performance would enhance the success of project-based management. Social implications – Project management is an emergent discipline and a project is temporary in nature. Therefore, new ideas and development of theories for project management practices are required. This innovative research, for example, may change the way projects are executed in future. Originality/value – This paper examines the components of a successful project according to the iron triangle, i.e. scope, quality, time and cost. However, through the application of TOC, RAT and RDT into an integrated project-based management framework gives new insights to resources management.
5
Shelley, Arthur W. "Project management and leadership education facilitated as projects." International Journal of Managing Projects in Business 8, no. 3 (June 1, 2015): 478–90. http://dx.doi.org/10.1108/ijmpb-09-2014-0059.
Full textAbstract:
Purpose – The purpose of this paper is to share the experiences and reflections of delivering postgraduate project management (PM) education by structuring the courses as projects with milestones and incorporating the “language of projects” into the course lexicon. Design/methodology/approach – An action research approach was taken to use learner reflections to assess the effectiveness of interactive learning environment and project management language to stimulate richer learning experiences. Findings – Participating students apply the principles of learning to their own practice as they learn to incorporate theories and reflect on their impact for their projects, within their own contexts. They report this to be an effective approach as it reinforces their learning and highlights practical outcomes. Success of this approach is attributed to integrating principles from a wide range of interdependent disciplines including action learning, leadership, project management, reflective practice, sense-making, stakeholder engagement, problem-based learning and knowledge management. Reflecting on the impacts of soft skills in their own projects enhances learning outcomes and develops their professional capabilities. Research limitations/implications – The new teaching approach and extended model have evolved through adaptations over three successive semesters with moderate student numbers. Feedback has been through subjective self-assessment by participating students. Further evaluation will build a more robust assessment of the effectiveness of the approach and model. Practical implications – Structuring postgraduate project management education as a project can be adopted by other educators to enhance the learning outcomes. Social implications – Enhanced project management capabilities will reduce failure and costs. Originality/value – A new approach to learning is proposed and a new model, “Iron Triangle Plus” is presented, that together enhance learning for project leadership education and applied as a more effective way to lead projects.
6
Koops, Leonie, Ceciel van Loenhout, Marian Bosch-Rekveldt, Marcel Hertogh, and Hans Bakker. "Different perspectives of public project managers on project success." Engineering, Construction and Architectural Management 24, no. 6 (November 20, 2017): 1294–318. http://dx.doi.org/10.1108/ecam-01-2015-0007.
Full textAbstract:
Purpose The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people. Findings Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
7
Moya-Colorado, Agustín, Nina León-Bolaños, and José L. Yagüe-Blanco. "The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations." Sustainability 13, no. 3 (February 1, 2021): 1490. http://dx.doi.org/10.3390/su13031490.
Full textAbstract:
Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management methodology of the European Commission, as comparison framework, to assess and systematize the documentation, requirements, and project management tools that non-governmental organizations need to use and fulfill as a condition to access these donors’ project funding mechanisms. The analysis shows coincidence across donors in the priority given to project management areas linked to the iron triangle (scope, cost, and time) while other areas are mainly left unattended. The analysis also identifies industry-specific elements of interest (such as the UN Sustainable Development Goals) that need to be incorporated into project management practice in this field. The use of PM2 as benchmark provides a clear vision of the project management areas that donors could address to better support their non-governmental organization-implemented projects.
8
Cullen, Karessa, and David W. Parker. "Improving performance in project-based management: synthesizing strategic theories." International Journal of Productivity and Performance Management 64, no. 5 (June 8, 2015): 608–24. http://dx.doi.org/10.1108/ijppm-02-2014-0031.
Full textAbstract:
Purpose – The purpose of this paper is to explore benefits and issues of integrating the theory of constraints (TOC), resource-based view (RBV) and resource-dependence theory (RDT) with conventional project-based management frameworks. Design/methodology/approach – Extant literature is used to develop a conceptual framework of an integrated model that will be tested for applied robustness. The model has been applied to published projects to identify its strengths and weaknesses. Findings – The work shows important implications for improved success of projects from the use of TOC, RBV and RDT. Research limitations/implications – While TOC, RBV and RDT are well established in the context of organization theory, there is limited application in project management. Moreover, the model has yet to be applied in the field. The hypotheses identified in this research are currently being tested using empirical investigation. Practical implications – The research falls short in addressing some resources, e.g. innovation, tacit knowledge and decision-making methods in traditional project management context. Therefore, identifying these critical resources in future work and exploiting them as the means of improving project performance would enhance the success of project-based management. Social implications – Project management is an emergent discipline and a project is temporary in nature. Therefore, new ideas and development of theories for project management practices are required. This innovative research, for example, may change the way projects are executed in future. Originality/value – This paper examines the components of a successful project according to the iron triangle, i.e. scope, quality, time and cost. However, through the application of TOC, RBV and RDT into an integrated project-based management framework gives new insights to resources management.
9
Fergnani, Alessandro. "Futures Triangle 2.0: integrating the Futures Triangle with Scenario Planning." foresight 22, no. 2 (December 20, 2019): 178–88. http://dx.doi.org/10.1108/fs-10-2019-0092.
Full textAbstract:
Purpose The purpose of this paper is to introduce the Futures Triangle 2.0, a methodological advancement of the Futures Triangle method (Inayatullah, 2008), which better integrates the original method with Scenario Planning by visually representing scenarios against the three dimensions of the Triangle, i.e. pulls, pushes and weights. Design/methodology/approach The paper explains the theoretical rationale behind the creation of the method, outlines the steps required to use it in a futures workshop or in a futures research project with a step-by-step procedure and reports a case study of its application in practice. Findings The Futures Triangle 2.0 encourages a deliberate and systematic discussion on the three dimensions of the Futures Triangle in each scenario and on whether scenarios differ in these attributes. The method allows the foresight researcher/practitioner to capture the valuable tensions between weights on the past on one hand and pushes of the present/pulls of the futures on the other hand, and to make sure that the scenarios differ substantially in these three attributes. Originality/value The method integrates the Futures Triangle and Scenario Planning in an intuitive, easily reproducible and visually pleasant graphical procedure.
10
Adlane, Hamza, Rajaa Seghiri, Mahjoub Aouane, Nabyl Berrid, and Abdelaziz Chaouch. "The Project Management Triangle Assessment in Aeronautical Industries, Morocco: Focus on Eco-Logistics." Management Systems in Production Engineering 29, no. 2 (May 21, 2021): 132–38. http://dx.doi.org/10.2478/mspe-2021-0017.
Full textAbstract:
Abstract The purpose of this paper is to study the management systems of quality, cost, and deadlines during the environment friendly transition process. Some 102 companies operating in the aeronautics industry in Morocco were surveyed during the period of May 2019 to December 2019. The results showed that about nearly 80% to 96% of the companies confirmed having effective systems for monitoring and improving quality, cost management, and respect for deadlines. But, unfortunately, below 80% of these companies are respecting the environment. The environment is considered as a constraint, and its respect is mainly related to the requirements of standards, certifications and laws Therefore, we find a great shortfall of these Moroccan companies when it comes to respect the environment. The analysis of the results reveals that some indicators imply the desire and predisposition of these companies to go beyond the classic concept of the logistics triptych quality/cost/time to a whole new concept: quality/cost/delay/environment.
Dissertations / Theses on the topic "Project management triangle"
1
Halámka, Michal. "Aplikační podpora projektového managementu investiční výstavby elektráren." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241553.
Full textAbstract:
The master’s thesis deals with project management issues with a focus on the specifics of the construction of new and modernisation of old fossil-fuel and nuclear power plants belonging to ČEZ, a.s. It summarizes the project management methodology and standards and integrates them into a unified information system, thus creating a sound platform that supports all company projects in all stages of their individual life cycles. This thesis analyses the current status of the application support and proposes extensions to the information system, which significantly increase its value.
2
Maunus, Hanna, and Engøy Ann-Magritt Lindemark. "Risk Managements påverkan för utfallet av ERP-projekt." Thesis, Högskolan i Gävle, Akademin för utbildning och ekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-16052.
Full textAbstract:
Titel: Risk Managements påverkan för utfallet av ERP-projekt Författare: Ann-Magritt Lindemark Engøy och Hanna Maunus Handledare: Pär Vilhelmson Examinator: Sarah Philipson Kurs: Examensarbete företagsekonomi C, 15.0 hp Nyckelord: ERP-projekt, Projekt Management, Risk Management, risker i ERP-projekt, lyckade projekt, misslyckade projekt, The Iron Triangle. Syfte: Att undersöka vilka risker som är mest förekommande vid implementeringen av ERP-system och hur risk management kan reducera dessa. Metod: Kvalitativ metod, hermeneutik, fallstudier, semistrukturerade intervjuer, välgrundad teori. Resultat: Organisationens och projektets ledning hade större kunskaper om vilka risker som ville uppstå och olika risk management strategier än andra anställda och slutanvändarna av systemet. Standardisering, samordning och automatisering av organisationens kärnprocesser var huvudsyften för att implementera ERP-system i organisationen. God planering av projektet är avgörande för ett lyckat resultat. Det är viktigt med bra kommunikation och tätt samarbete mellan de olika avdelningarna i projektet, och även med externa konsulter som till exempel leverantören av ERP-systemet. Riskanalys var en viktig del av projektens risk management strategi. En skicklig och flexibel projektledning hade stor betydelse för att risk management strategin fungerade. Resursproblem visade sig vara den största risken i de undersökta projekten. Change management visade sig vara en välanvänd metod för att minska organisationens motstånd mot ERP-projekt. Kostnadsbudgeten var inte det viktigaste målet att uppnå och The Iron Triangle visade sig inte vara så avgörande för om projektet ansågs lyckad eller misslyckad. Organisationerna använda sig mycket av upplärning av användarna för att åtgärda de risker som kan uppstå i samband med personalen. Risk management fungerade för projektledningen som ett verktyg för att åtgärda och även kontrollera projektrisker. Slutsatser: De vanligaste riskerna som upptäcktes i undersökningen var olika slags problem med personalen, tekniska problem, samarbetet med leverantören och kommunikationen mellan olika intressenter, att hålla projektets tidsschema och budget, samt tailoring av systemet och att se till att det fungerar i enlighet med syftet. Särskilt personalriskerna var många och utgjorde stora utmaningar för ERP-projekten. Studien visade även att risk management kan påverka utfallet av ERP-projekt positivt och hjälpa ERP-projekt att uppnå sina mål.Title: Risk Managements influence on the outcome of ERP projects Authors: Ann-Magritt Lindemark Engøy & Hanna Maunus Tutor: Pär Vilhelmson Examiner: Sarah Philipson Course: Bachelor Thesis in Business Administration C, 15.0 hp Keywords: ERP projects, Project Management, Risk Management, risks in ERP projects, successful projects, unsuccessful projects, The Iron Triangle. Purpose: To investigate what risks are most dominant with the implementation of ERP systems and how risk management can reduce these risks. Method: Qualitative method, hermeneutic, case studies, semi-structured interviews, well-grounded theory. Findings: The management had better knowledge about the risks that would arise and different risk management strategies in ERP projects than other employees and end users of the ERP systems. Standardisation, coordination and automation of the organisations core processes were the main purposes for implementing ERP systems in the organisations. Excellent planning of the project is critical for a successful project outcome. It is important to have good communication and close cooperation between the various departments in the projects, as well as with external consultants such as the supplier of the ERP system. Risk analysis was the most important and the most used method of the risk management strategies among our cases. Skilled and flexible project management had a positive impact on the risk management strategy ability to succeed. Resource issues turned out to be the biggest risk in the investigated projects. Change management proved to be a well-used method to reduce the employees resistance against the ERP project. To meet the standards from the cost´ budget was not seen as the most important objective to achieve. It also turned out The Iron Triangle was not a critical factor to determine whether the project in question was seen as a success or a failure. The organisations used training of the end-users to address the risks that may arise in connection with the employees. Risk management worked for the management as a tool to resolve and control the project risks. Conclusions: The most common risks that where discovered in this study was personnel risks, technical issues, the relationship with the supplier and communication between various stakeholders, not to exceed the project budget and schedule, as well as tailoring the system and make sure that it is working as intended. Particularly risks related to the employees constituted major challenges for the ERP projects. Our study showed furthermore that risk management clearly affects the outcome of ERP projects positively and helps ERP projects to achieve their goals.
3
Lindström, Malin, and Matilda Näsman. "Looking Beyond Constraints of Agile Project Success : A Case Study on Swedish Agile Project Success." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-122248.
Full textAbstract:
Today, organisations are increasingly using project-based activities, as projects can aid organisations to deal with unique and complicated assignments, as well as achieving strategic and operational goals. Two extensive project management methodologies exist, those being Traditional Project Management and Agile Project Management. Agile methods trademark change, adaptability, and flexibility, and are today used across industries and business, as the characteristics of the methodology make it suitable in today’s dynamic business environment. Even though projects are increasingly being used, it is inconsistent with the remarkably low project success rates found. It has been found that only 30 per cent of projects are successful within the technology field. Consequently, this stress the need to understand the inconsistencies found as well as generating suggestions for how to improve them. It is arguable that the inconsistencies may be caused by the difficulty to define project success. Researchers argue that the definition of project success is difficult to pinpoint as it varies depending on both individual perspectives and situational factors such as the organisation and the project type. It is also questionable whether or not appropriate methods have been used to evaluate the success of a project, and that the use of inappropriate methods may have contributed to the low success rates. Researchers argue that the traditional way of evaluating project success, by adhering to schedule, cost, and scope, is outdated and incomplete, and some have therefore developed new models that they consider more accurate for evaluating project success. One of these researchers is Highsmith, one of the founders of the Agile Manifesto. Highsmith has developed the Agile Triangle to better correspond to the agile trademarks of change, adaptability, and flexibility when evaluating success on agile projects. This study aimed to contribute with new insights into theoretical and practical aspects of agile project success by studying agile project success from a project manager perspective. This thesis also aimed to generate an understanding of project managers’ perception of the Agile Triangle as a success criterion. We interviewed seven Swedish project managers who have all worked with agile projects. After thoroughly analysing the results we could create a definition of agile project success as well as develop an Agile Project Success Criteria Model, representing the view of Swedish project managers. Agile project success was defined as a project that generates value in a sustainable manner. The agile project success criteria found important within this study are: Value, Team Success, Quality, Business Benefits, and Constraints. It was also found that Flexibility, even though it should not be included as a success criterion itself, is still a key ingredient when using Agile Project Management methodologies, as it affects all important success criteria. These findings highlight the insufficiency of the Agile Triangle as a success criterion, as Team Success and Business Benefits, criteria additional to those within the Agile Triangle, were found important. It was also found that the project managers question the practical applicability of the Agile Triangle and consider it to be similar to the Iron Triangle.
4
CHITAS, NIKOLAOS. "How can Earned Value Management and Lean help to maintain the ex-ante agreed shape of the ‘project management triangle’ in the construction industry?" Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-152212.
Full text
5
Johnsson, Julia, and Anna Olin. "Styrning i vägprojekt: Med fokus på förutsättningar och risker : En kvalitativ flerfallsstudie inom Trafikverket." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96648.
Full textAbstract:
Bakgrund och problem: Projekt präglas vanligtvis av en otillräcklig måluppfyllelse, exempelvis gällande tid, kostnad och kvalitet. Detta går även att finna vid anläggnings- och infrastrukturprojekt, vilka dessutom är betydande för samhällets möjligheter för kommunikation och transport. Att infrastrukturprojekt, vilka bedrivs av den offentliga verksamheten Trafikverket, inte uppnår sina mål resulterar i förseningar och att skattepengar inte nyttjas maximalt. Detta tyder även på att projekten är svårstyrda utifrån de föränderliga förutsättningar och risker som präglar projekttypen, vilket gör det relevant att studera ämnet vidare. Syfte: Syftet med studien är att öka kunskapen om hur styrningen går tillväga vid vägprojekt med fokus på förutsättningar och risker. Detta utförs genom att beskriva hur Trafikverkets process styrs i vägprojekt och identifiera samt analysera förutsättningar och risker som kan påverka projekten. Metod: Studien är en kvalitativ flerfallsstudie inom Trafikverket. Det teoretiska materialet har erhållits från vetenskapliga artiklar, litteratur och rapporter. Det empiriska materialet är insamlat genom ett snöbollsurval där åtta respondenter inkluderades. Totalt genomfördes elva semistrukturerade intervjuer. Webbsidor och dokument är också en del av det empiriskt insamlade materialet. Vid genomförandet av studien har vi utgått ifrån forskningsetiska överväganden och kvalitetskriterier, i syfte att öka dess pålitlighet, trovärdighet, konfirmering och överförbarhet. Slutsats: Studien konstaterar att vägprojekt styrs utifrån en version av stage-gate-modellen och att det även finns inslag av den agila metoden angående riskhanteringen. Styrtriangelns tre dimensioner tid, kostnad och kvalitet utgör ett fokus inom vägprojekt, dimensionen kvalitet beskrivs däremot som innehåll. Förutom att styrtriangeln består av ett inre beroende finns även en yttre påverkan gentemot andra projekt. Detta innebär att ett projekts styrtriangel har en inverkan på ett annat projekts dimensioner, vilket är ett teoretiskt bidrag som studien belyst. Det identifierades även totalt åtta förutsättningar, sex risker och åtta faktorer som betraktas vara både förutsättningar och risker inom vägprojekt. Samtliga av dessa förutsättningar och risker styrs samt hanteras. Det redogörs för att dessa påverkar varandra, vilket styrningen av dem bör ta hänsyn till. Sammantaget fastställs det att styrningen av vägprojekt är komplext på grund av dessa samband och uppkomsten av oförutsägbara händelser. Detta bidrar till en praktisk och teoretisk kunskap angående styrningen med hänsyn till förutsättningar och risker eftersom dessa har studerats i samband med varandra.Background and problem: Projects are usually characterized by insufficient goal fulfillment, regarding time, cost and quality for example. This can also be found in construction and infrastructure projects, which are important for society's opportunities for communication and transport. The fact that infrastructure projects, which are carried out by the public authority Trafikverket, do not achieve their goals, results in delays and that tax money is not used to the maximum. This also indicates that the projects are difficult to manage on the basis of the changing conditions and risks that characterize the project type, which makes it relevant to study the subject further. Purpose: The purpose of the study is to increase the knowledge of how management is used in road projects with a focus on conditions and risks. This is accomplished by describing how Trafikverkets process is managed in road projects and identifying and analyzing conditions and risks that can affect the projects. Method: The study is a qualitative multi-case study within Trafikverket. The theoretical material has been obtained from scientific articles, literature and reports. The empirical material was collected through a snowball selection in which eight respondents were included. In total, eleven semi-structured interviews were conducted. Web pages and documents are also part of the empirically collected material. In conducting the study, we included research ethical considerations and quality criteria, with the aim of increasing its reliability, credibility, confirmation and transferability. Conclusion: The study finds that road projects are managed based on a version of the stage-gate model and that there are also elements of the agile method regarding risk management. The three dimensions in the iron triangle time, cost and quality are a focus within road projects, but the quality dimension is described as content. In addition to the iron triangle consisting of an internal dependency, there is also an external influence on other projects. This means that one project's control triangle has an impact on another project's dimensions, which is a theoretical contribution that the study illustrated. A total of eight conditions, six risks and eight factors were also identified, which are considered to be both conditions and risks in road projects. All of these conditions and risks are managed. It is stated that these affect each other, which their management should take into account. Overall, it is determined that the management of road projects is complex due to these relationships and the occurrence of unpredictable events. This contributes to a practical and theoretical knowledge of the management with regard to the conditions and risks as these have been studied in conjunction with each other.
6
Seing, Jonathan, and Matilda Wiklund. "Att lokalisera och åtgärda brister i agila projekt : En undersökning med hjälp av kritiska faktorer samt dimensionerna i projekttriangeln." Thesis, Mittuniversitetet, Avdelningen för informationssystem och -teknologi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-33743.
Full textAbstract:
To only follow agile methodologies for agile software development isn't enough to lead to success in agile projects. The dimensions time, cost and scope in the project management triangle are fundamental requirements to succeed in a project. Within projects there exists many other critical success factors and attributes that affect the result of the project. Those are called critical success factors and combined with a project management triangle they are used in this study as a tool for project improvement in research to find potential improvements for agile project in organizations. This research was carried out as a single case study on a company located in the IT branch. The purpose of the study is to with use of the critical success factors mapping done by Chow and Cao [1] combined with the project management triangle dimensions, research which or what degree of critical factors that were existing in the company’s project management culture. The result was used as a tool to create an improvement plan which purpose was to be applied on existing flaws. The study was performed using qualitative research and data were collected through interviews with the employees. This research shows that potential improvements can easily be found by research projects for critical success factors and the project management triangle dimensions. Combined factors, attributes and dimensions make a complete concept for successful projects. After analyzing and processing the data, a summarize of data were created which showed what factors, attributes and dimensions that were existing and on what degree in the company’s project management culture. This study shows that potential improvements can easily be found by research projects for critical success factors and the project management triangle dimensions. For all missing and low degree attributes an improvement plan was created on purpose to be applied on existing flaws in order to create a higher success factor on future agile projects.För att lyckas med agila projekt så räcker det inte med att enbart följa metoder inom agil systemutveckling, inom projekt finns det även en hel del andra faktorer som kan påverka projektets utgång. Dessa faktorer kallas för kritiska faktorer och de står för orsakerna som påverkar utfallet för ett lyckat projekt då de följs. Projekttriangelns dimensioner tid, kostnad och omfattning är grundläggande krav som finns för ett lyckat projekt. Genom att kombinera dessa med de kritiska faktorerna kan en helhetsbild skapas av vad som leder till ett lyckat projekt. Denna studie genomfördes i form av en fallstudie på ett företag i IT-branschen. Syftet med studien var att utifrån Chow och Cao’s [1] kartläggning av kritiska faktorer tillsammans med projekttriangelns dimensioner, undersöka vilka och till vilken grad fallföretaget uppfyller dessa kriterier och attribut. Resultatet användes sedan till att föreslå förbättringsförslag för att kunna åtgärda identifierade brister. Undersökningen genomfördes med en kvalitativ ansats där data har samlats in genom intervjuer med personer som arbetar på företaget. Genom analys och bearbetning av insamlat underlag kunde en sammanställning tas fram för hur fallföretaget förhåller sig till de kritiska faktorerna och projekttriangelns tre dimensioner. Resultatet visar att det gick att identifiera områden där fallföretaget inte uppfyller alla kritiska faktorer. För samtliga brister har förslag på åtgärder föreslagits, detta för att lyckade projekt ska kunna uppnås i större utsträckning.
7
Žďárská, Zuzana. "Stategické rozhodování o investičním projektu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222405.
Full textAbstract:
Diplomová práce "Strategické rozhodování o investičním projektu Kasárna Slatina" je zaměřena na využití metod rozhodovací analýzy při řešení rozhodovacího problému v rámci revitalizace armádního brownfield Kasárna Slatina. V teoretické části je vysvětlena základní terminologie, metody a postupy, které se vztahují k problematice řešeného rozhodovacího problému. V praktické části je řešeno závažné strategické rozhodnutí spojené s otázkou rozvoje konkrétní brněnské lokality. Na základě použitých postupů je v souladu s rozhodovací metodikou navrženo optimální rozhodnutí.
8
van, Wyngaard Charles Jurie. "Effective management of the triple constraint in project management through polarity management technique : a refreshed perspective." Thesis, 2012. http://hdl.handle.net/10210/4819.
Full textAbstract:
M. Ing.Projects are generally undertaken because they are part of the plans to advance organisations to new levels of performance and to operationalise business strategies. Projects are however constrained by conflicting demands and competing priorities within the project environment. Project success is a topic of much debate, but it is generally agreed that successful projects meet the strategic objectives and higher purpose of the endeavour. The processes and methods of project management provide the structure, focus, flexibility and control to help guide significant project investments to beneficial change. The project management body of knowledge (PMBOK) endorses that every project is governed by the triple constraint, which reflects a framework for evaluating competing demands. The triple constraint is a critical project management concept that originates from the project basis and provides direction for framing the project. The triple constraint comprises the three key elements of scope, time and cost. Quality is an inherent objective of the project specification that takes root in all three properties of the triple constraint. The current literature in the project management domain suggests that there exists a lack of appropriate (and consistent) scholarship on the triple constraint and its dynamics. Project managers often create an illusion of tangible progress by relying heavily upon traditional on-time, on-budget and on-target measures – yet this tactic fails to address the strategy ambiguity or establish appropriate project goals. The triple constraint trade-offs are also often perceived as organisational problems that have a definitive solution – yet this tactic fails to effectively negotiate the triple constraint and leads to destructive conflict.
Books on the topic "Project management triangle"
1
Anambra State (Nigeria). Judicial Commission of Inquiry into Nnewi Main Market crisis and Nkwo Nnewi Triangle, Nnewi. Government white paper on the report of Judicial Commission of Inquiry into Nnewi Main Market crisis and Nkwo Nnewi Triangle, Nnewi. [Nnewi, Nigeria]: Govt. of Anambra State of Nigeria, 1998.
Find full text
2
Wright, Andrew, and Therese Lawlor-Wright. Project Success and Quality: Balancing the Iron Triangle. Taylor & Francis Group, 2018.
Find full textBook chapters on the topic "Project management triangle"
1
Kloss, Rüdiger. "Adding Value to Project Management – The Magic Triangle Meets the “Cultural” Iceberg." In Wirtschaft – Organisation – Personal, 205–18. Wiesbaden: Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-23521-5_11.
Full text
2
El-Maaty, Ahmed Abu, Ahmed Yousry Akal, and Saad A. El-Hamrawy. "The Iron Triangle of Projects Management: Quality, Schedule and Cost of Road Infrastructure Projects in Egypt." In Sustainable Civil Infrastructures, 1–14. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-61645-2_1.
Full text
3
Ha’apio, Michael Otoara, Walter Leal Filho, and Morgan Wairiu. "A ‘Cost Barrier’ Perspective to Adaptation on a Coral Triangle Initiative (CTI) and Mangrove Rehabilitation Projects (MRP) in Solomon Islands." In Climate Change Management, 325–43. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64599-5_18.
Full text
4
Abu-Taieh, Evon M. O., Asim Abdel Rahman El Sheikh, and Jeihan Abu Tayeh. "Relay Race Methodology (RRM)." In Simulation and Modeling, 156–74. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-198-8.ch005.
Full textAbstract:
This chapter introduces a suggested system development life cycle “relay race methodology” (RRM). The RRM is based on the philosophy of relay race, where each runner in the race must hand off the baton within a certain zone, usually marked by triangles on the track race. This chapter is comprised of nine sections. First, it shows the relationship between software and wicked problems. Then the chapter explains the motivation for analysis and design for simulation system projects. Furthermore, the chapter gives an overview of the reasons behind simulation project failures. Next, the chapter shows the sources for simulation inaccuracies and the project management issues in simulation. Subsequently, the chapter explains the proposed RRM life cycle. Consequently, the chapter presents the advantages and disadvantages of the proposed RRM life cycle, while relating the RRM to the risk factors. Finally, the chapter compares RRM to different life cycles.
5
"parameters, efforts can be made to improve odour reducing processes within their limitations. Better odour reducing efficiency can be obtained by appropriate management of the process, and energy costs may be reduced by discriminative venting of process operations contributing with high concentrations of odorous compounds. However, attention must be paid to the sampling procedures in processes involving high temperatures and high degrees of humidity. Measurements indicate that such conditions may influence on ED values to some extent. REFFERENCES (1) DRAVNIEKS, A. and PROKOP, W.H. (1973). Source emission odour measurement by a dynamic forced choice triangle olfactometer. Air Poll. Control Assoc. Paper, 73-276. (2) PETTIT, C.G. (1959). 20 years of sewage sludge burning at Barberton, Ohio. J. San. Eng. Div. Amer. Soc. Civil Engr. 85SA6, 17. (3) LABOON, J.F. (1961). Construction and operation of the Pittsburgh project. J. Water. Poll. Control Fed. 33, 758." In Odour Prevention and Control of Organic Sludge and Livestock Farming, 99–111. CRC Press, 1986. http://dx.doi.org/10.1201/9781482286311-35.
Full textConference papers on the topic "Project management triangle"
1
Sarwanto, P. "“PIRAMIDA TINGGI, A State of the Art to Fulfill Obligation of Forestry Permit on Watershed Rehabilitation at PT Pertamina Hulu Mahakam”." In Digital Technical Conference. Indonesian Petroleum Association, 2020. http://dx.doi.org/10.29118/ipa20-g-263.
Full textAbstract:
Among other obligations imposed under the forestry permit, watershed rehabilitation planting is perceived by the upstream oil and gas sector as the most complex challenge to conquer. Despite its poor track in fulfilling timeline and required result, there are also other challenges to consider, for instance lack of critical location, weather, fire, land tenure, community habit and capability, and cost optimization. In attempt to respond these challenges, an innovation in management system is constructed at PT Pertamina Hulu Mahakam, embracing and tailoring all related challenges, difficulties, and complexities, escalating the activity to be beyond compliance. So that it will be able to deliver more than merely avoid the identified potential risks towards company. The management system, called PIRAMIDA TINGGI (Pemberdayaan Masyarakat untuk Melestarikan Hutan di Dunia demi Ketahanan Energi Nasional), actively involves government, community, and business sector as equilateral triangle that work together to perform watershed rehabilitation planting. Developed using ISO 9001:2015 process approach namely PDCA (Plan-Do-Check-Act), the PIRAMIDA TINGGI system is in line as well with NAWACITA (President Joko Widodo’s vision, mission and program). To encounter other issue found during field work, this system is equipped as well with another innovation tool named PARIDA, a geospatial mobile-desk top-web application that easily able to map and identify vegetation in real time for further geo-analyzing multi-purposes, to be operated by local community. Full set implementation of this system has benefitted all parties. To Company in form of significant cost efficiency around 13.9 MUSD and 7 days’ faster result delivery besides obligation fulfillment, for others in form of broader advantage of proven sustainability project that has gave contribution to 5P (People, Planet, Prosperity, Partnership and Peace), objectives required by UN Sustainable Development Goals 2030.
2
Sarwanto, P. "“PIRAMIDA TINGGI, A State of the Art to Fulfill Obligation of Forestry Permit on Watershed Rehabilitation at PT Pertamina Hulu Mahakam”." In Digital Technical Conference. Indonesian Petroleum Association, 2020. http://dx.doi.org/10.29118/ipa20-o-263.
Full textAbstract:
Among other obligations imposed under the forestry permit, watershed rehabilitation planting is perceived by the upstream oil and gas sector as the most complex challenge to conquer. Despite its poor track in fulfilling timeline and required result, there are also other challenges to consider, for instance lack of critical location, weather, fire, land tenure, community habit and capability, and cost optimization. In attempt to respond these challenges, an innovation in management system is constructed at PT Pertamina Hulu Mahakam, embracing and tailoring all related challenges, difficulties, and complexities, escalating the activity to be beyond compliance. So that it will be able to deliver more than merely avoid the identified potential risks towards company. The management system, called PIRAMIDA TINGGI (Pemberdayaan Masyarakat untuk Melestarikan Hutan di Dunia demi Ketahanan Energi Nasional), actively involves government, community, and business sector as equilateral triangle that work together to perform watershed rehabilitation planting. Developed using ISO 9001:2015 process approach namely PDCA (Plan-Do-Check-Act), the PIRAMIDA TINGGI system is in line as well with NAWACITA (President Joko Widodo’s vision, mission and program). To encounter other issue found during field work, this system is equipped as well with another innovation tool named PARIDA, a geospatial mobile-desk top-web application that easily able to map and identify vegetation in real time for further geo-analyzing multi-purposes, to be operated by local community. Full set implementation of this system has benefitted all parties. To Company in form of significant cost efficiency around 13.9 MUSD and 7 days’ faster result delivery besides obligation fulfillment, for others in form of broader advantage of proven sustainability project that has gave contribution to 5P (People, Planet, Prosperity, Partnership and Peace), objectives required by UN Sustainable Development Goals 2030.
Reports on the topic "Project management triangle"
1
Lawrence, Sara, Michael Q. Hogan, and Elizabeth Brown. Planning for an Innovation District: Questions for Practitioners to Consider. RTI Press, February 2019. http://dx.doi.org/10.3768/rtipress.2018.op.0059.1902.
Full textAbstract:
Innovation districts are physical spaces that serve to strengthen the foundations and institutions of an innovation ecosystem. The design, implementation, and management of formalized innovation districts is a new practice area. Research draws upon the experience of concentrated areas of innovation that occurred organically, such as Boston’s Route 128, as well as intentional projects to bring together innovators in large science and technology parks, such as North Carolina’s Research Triangle Park. Existing research focuses on how to define and design innovation districts and evaluate their impact, as well as general policy considerations. In this paper, we review the definitions and benefits of an innovation district, reviewing the existing empirical research on their impacts. We then propose a series of questions to guide practitioners in addressing the economic, physical, social, and governance elements of an innovation district. Finally, we outline some of the challenges in creating an innovation district and ways to measure progress, to allow practitioners to get ahead of potential issues in the future. This paper is intended to help policymakers and practitioners working in innovation and economic development translate the concepts of innovation ecosystems into actionable next steps for planning innovation districts in their communities.