Triple constraint theory suggests that it is not realistic to expect to build the fastest, the cheapest, and the highest quality. Something has to “give.”
Yet, most executive sponsors and product owners want all three at the same time. Triple constraint theory tells us that time, cost, and quality are the three most important considerations. However, we need to remain more or less flexible with one of them; either time, cost, or quality. To help your project team understand the tradeoffs that need to be made, consider building a Flexibility Matrix.
A Flexibility Matrix concedes that the three components of triple constraint theory include Time, Cost, and Quality, combined as risk. Consequently, the matrix format allows for differentiation by determining the most and least flexible factors of a product, project, or initiative. The result helps guide consistent decision-making among all team members.
Purpose of a Flexibility Matrix Makes the Triple Constraint Theory Sensible
All sponsors want the best, the fastest, and the cheapest but something has to give — triple constraint theory. You could never ask an executive sponsor ‘which is most important?’ because they would answer “All of them”. Therefore, concede that quality, speed, and price are all most important (i.e., factors of risk), but seek to understand where you have the most amount of flexibility, and conversely, the least amount of flexibility; ergo, a Flexibility Matrix.
Method for Building a Flexibility Matrix to Manage Around Triple Constraint Theory
Since the sponsor may not give you their preferences, have the team build one. Understand that the Flexibility Matrix captures assumptions that support decisions the group makes.
Build your definitions in advance and define or explain the terms time, cost, and quality for your situation. Be certain to work the bookends and ask the team where we have the most amount of flexibility. Then the least? You know the moderate box by default since it is the only blank remaining.
Importantly, after you have created the visual matrix, have the team convert each checkmark into a narrative sentence or statement, for example:
- The schedule is the least flexible because we must have the release ready by October 1.
- Quality (scope) is the most flexible because we can release an upgrade or modification after December 1.
- Resources and cost offer a moderate amount of flexibility.
Flexibility Matrix Allows for Triple Constraint Theory
Make sure you fully define time, cost, and quality in advance of the facilitated session. For example, if you are deciding on the criteria to support a decision about where to locate a landfill (i.e., garbage dump), you might define time as when the landfill opens, cost as the total cost of ownership, and quality as the impact on the environment. As such, the “answer” would likely be the opposite of the chart shown above. “Time” would represent the greatest flexibility and “quality” the least flexibility. Write us with questions you may have and we promise a prompt response.
Build the Flexibility Matrix into your product visions or product charters making it easier to determine work breakdown structure (WBS)
You can create additional time for yourself by facilitating product visions and team charters with members who build their own activities and support requirements to help you reach your objectives and key results. Thus, the Tools (below in italics) will help you build more robust product visions, team charters, and project plans. Additionally, for your benefit, each link takes you to more detailed explanations supported by a specific method including the activities that will deliver your desired output.
Facilitating Product Visions and Team Charters
Facilitating Product Visions and Team Charters Using the Triple Constraint Theory
Tools to facilitating product visions and team charters that generate the step-by-step deliverables for most planning efforts include:
- Business case, project purpose, or opportunity statement: Purpose Is To . . . So That
- Project scope or boundaries: Is Not/ Is (alternatively—Context Diagram Workshop, found in the MGRUSH Professional Facilitator Reference Manual)
- Triple Constraints (i.e.; time, cost, and scope/quality): Flexibility Matrix
- Success criteria: SMART Criteria/ Categorizing (through common purpose)
- Opportunity assessment: Situation Analysis (FAST Professional proprietary and quantitative SWOT analysis)
- Assigned activities (high-level): Roles and Responsibilities (e.g., RASI)
- Team selection: Interviewing Controls/ Managing Expectations
Project Plan — Work Breakdown Structure
The work breakdown structure follows a facilitative approach. Consequently, it supports a consensually agreed-upon plan of action:
- Target audience/ other affected stakeholders: Brainstorming
- WBS (work breakdown structure):
Moving from WHAT (i.e., abstract) to HOW (i.e., concrete) - Detailed measure of success: Success Measures
- Assigned activities (detailed-level):
Roles and Responsibilities - Budget, timeline, and resource alignment: Alignment
- Stage gates and milestones: After Action Review
- Risk assessment and guidelines:
Project Risk Assessment - Communications Plan: Guardian of Change
- Open issues management: Parking Lot Management
- Issue escalation procedure: Issue Log
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Terrence Metz, MBA, CSM, CSPF, PSP01, HTTO1, is the Managing Director of MG RUSH Facilitation Leadership, Training, and Meeting Design, an acknowledged leader in structured facilitation training, and author of “Meetings That Get Results – A Facilitator’s Guide to Building Better Meetings.” His FAST Facilitation Best Practices blog features nearly 300 articles on facilitation skills and tools aimed at helping others lead meetings that produce clear and actionable results. His clients include Agilists, Scrum teams, program and project managers, senior officers, and the business analyst community among numerous private and public companies and global corporations. As an undergraduate of Northwestern University (Evanston, IL) and an MBA graduate from NWU’s Kellogg School of Management, his professional experience has focused on process improvement and product development. He continually aspires to make it easier for others to succeed.
