{"id":5344,"date":"2017-02-16T00:01:44","date_gmt":"2017-02-16T05:01:44","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=5344"},"modified":"2026-04-21T13:24:49","modified_gmt":"2026-04-21T17:24:49","slug":"flexibility-matrix","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/flexibility-matrix\/","title":{"rendered":"Strengthen Product Vision with a Flexibility Matrix: A Practical Lens on the Triple Constraint"},"content":{"rendered":"

Triple constraint theory suggests that it is not realistic to expect to build the fastest, the cheapest, and the highest quality. Something has to \u201cgive.\u201d<\/strong><\/h2>\n

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.<\/span><\/p>\n

\"Illustrative<\/a>

Click here to see a recorded demonstration of how to build a Flexibility Matrix<\/strong><\/a><\/span><\/p><\/div>\n

A Flexibility Matrix concedes that the three components of triple constraint theory include Time, Cost, and Quality, combined as risk<\/a>. Consequently, the matrix<\/a> 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<\/a> among all team members.<\/span><\/p>\n

Purpose of a Flexibility Matrix Makes the Triple Constraint Theory Sensible<\/b><\/h3>\n

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 \u2018which is most important?\u2019 because they would answer \u201cAll of them\u201d. Therefore, concede that quality, speed, and price are all most important (i.e., factors of risk<\/a>), but seek to understand where you have the most amount of flexibility, and conversely, the least amount of flexibility; ergo, a Flexibility Matrix.<\/span><\/p>\n

Method for Building a Flexibility Matrix to Manage Around Triple Constraint Theory<\/b><\/h3>\n

Since the sponsor may not give you their preferences, have the team build one. Understand that the Flexibility Matrix\u00a0captures assumptions that support decisions<\/a> the group makes.<\/span><\/p>\n

Build your\u00a0definitions in advance and define or explain the terms time, cost, and quality for your situation.\u00a0Be certain to work the bookends<\/a> 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.<\/span><\/p>\n

Importantly, after you have created the visual matrix, have the team convert each checkmark into a narrative<\/b>\u00a0sentence or statement, for example:<\/span><\/p>\n