INTRODUCTION In Shane, Strong, and Gransberg’s article, “A Multidimensional Model of Project Leadership,” the authors argue that the typical triple constraint of project management no longer fully covers the constraints faced when managing projects and, therefore, is not as applicable in measuring project success as it once was. They suggest that there are a number of other constraints that need to be considered in addition to the traditional three of cost, time, and quality. Adding these other constraints into the equation, these authors came up with a multidimensional construct for project leadership.
CONCEPT OF THE TRIPLE CONSTRAINT Traditionally, the triangle of constraints that affect every project, which this article refers to as …show more content…
These authors believe that a project manager, in order to prove successful in project leadership, needs to also consider the nature and source of financing, global markets for material, labor, and services, political influence of external stakeholders, and risk factors beyond cost and schedule (2011). In a similar expansion on the traditional constraints, Duncan Haughey splits the concepts of quality and scope into two separate vertices, creating what he calls the Project Management Diamond, adding customer expectations as a new constraint on the success rate of a project based on the fact that no two customer expectations are the same (2011). Shane, Strong, and Gransberg’s article examines a number of case studies for projects that were affected through these traditional constraints but then further explores these case studies to show other constraints that can reveal themselves during the course of a project. The article champions the use of partnering to successfully maneuver these other more dynamic constraints. Partnering, according to these authors, has become a business practice which integrates the needs and preferences of project stakeholders outside the traditional owner-designer-contractor contractual relationship of traditional project management …show more content…
In each example, partnering is advocated as the best method to deal with all constraints. For the Mississippi River Bridge in Illinois and Missouri, risk analysis discovered potential scheduling delays to the project relating to coordinating with railroad design. So, in answer to this issue, the project team partnered with the railroads and other utilities by paying for them to hire additional staff. With the James River Bridge in Richmond, Virginia, partnering once again helped mitigate potential issues by using a local business for manufacturing pre-constructed composite units to make the bridge. Additionally, the project team and the business contractor also made allowances to accommodate nearby businesses in regards to traffic timing. This accommodation worked well with keeping public opinion high, which in this case the public would be one of the customers whom the project manager would want to have their expectations met. In the case of the Ohio River Bridge project in Kentucky and Indiana, the project team partnered with neighborhoods and historic preservation teams with a focus on historic preservation of buildings and land sites. They were able to use old industrial sites for the roads and bridge and to convert previous road locations into parks for the neighborhoods. When completing the Doyle Drive
CONCEPT OF THE TRIPLE CONSTRAINT Traditionally, the triangle of constraints that affect every project, which this article refers to as …show more content…
These authors believe that a project manager, in order to prove successful in project leadership, needs to also consider the nature and source of financing, global markets for material, labor, and services, political influence of external stakeholders, and risk factors beyond cost and schedule (2011). In a similar expansion on the traditional constraints, Duncan Haughey splits the concepts of quality and scope into two separate vertices, creating what he calls the Project Management Diamond, adding customer expectations as a new constraint on the success rate of a project based on the fact that no two customer expectations are the same (2011). Shane, Strong, and Gransberg’s article examines a number of case studies for projects that were affected through these traditional constraints but then further explores these case studies to show other constraints that can reveal themselves during the course of a project. The article champions the use of partnering to successfully maneuver these other more dynamic constraints. Partnering, according to these authors, has become a business practice which integrates the needs and preferences of project stakeholders outside the traditional owner-designer-contractor contractual relationship of traditional project management …show more content…
In each example, partnering is advocated as the best method to deal with all constraints. For the Mississippi River Bridge in Illinois and Missouri, risk analysis discovered potential scheduling delays to the project relating to coordinating with railroad design. So, in answer to this issue, the project team partnered with the railroads and other utilities by paying for them to hire additional staff. With the James River Bridge in Richmond, Virginia, partnering once again helped mitigate potential issues by using a local business for manufacturing pre-constructed composite units to make the bridge. Additionally, the project team and the business contractor also made allowances to accommodate nearby businesses in regards to traffic timing. This accommodation worked well with keeping public opinion high, which in this case the public would be one of the customers whom the project manager would want to have their expectations met. In the case of the Ohio River Bridge project in Kentucky and Indiana, the project team partnered with neighborhoods and historic preservation teams with a focus on historic preservation of buildings and land sites. They were able to use old industrial sites for the roads and bridge and to convert previous road locations into parks for the neighborhoods. When completing the Doyle Drive