The Triple Constraint Theory in project management states that a project is primarily constrained by three interconnected factors: scope, time, and cost. A change or problem involving one constraint normally affects one or both of the others. Project quality is influenced by how successfully these competing constraints are balanced.
In the Global Green Books Publishing case, all three constraints are evident.
Scope: The scope consists of the work required to produce and deliver each book according to the college's requirements. Global Green Books experienced difficulty identifying the tasks that had to be completed and assigning appropriate employees. Poorly defined tasks and responsibilities can lead to scope problems, rework, missed requirements, and inefficient use of employees.
Time: The college expected its books to be delivered on time. However, shift supervisors sometimes did not know which tasks needed to be completed or which employees should perform them. This makes scheduling difficult and increases the likelihood of delays. If a project falls behind schedule, management may have to assign additional employees or authorize overtime, which can increase costs.
Cost: The college also expected the books to be produced at a low cost. Global Green Books was not always achieving this objective, and its accounting department had difficulty tracking costs for individual books. Without accurate project-level cost information, management cannot determine whether a particular publishing project is within budget or identify where cost overruns are occurring.
The case illustrates the interdependence of the three constraints. For example, attempting to shorten the time required to produce a book might require additional workers or overtime, increasing cost. Trying to reduce cost by using fewer employees could increase production time. Increasing the scope, such as adding requirements or making substantial changes to a book, could increase both time and cost.
Therefore, Global Green Books needs better project planning and control. Management should clearly define the scope and tasks for each book, develop realistic schedules, assign appropriate employees, and establish a system for tracking costs separately for each project. By managing scope, time, and cost together, the company would be better able to deliver the required books on time, at the expected quality, and within budget.
