The traditional project constraints are adequately dealt with in many methods, processes, and models. However, the full impact of these goes far beyond what can be covered by process. Many project managers are keen to get their projects underway fast and start getting into the action and delivering results. We love to get into the thick of things. Effective project leaders know that this early stage of our project is often the make-or-break phase for the entire project.

Knowing what our project is, how its components all affect each other, and what makes this project special – are all things that are wrapped up in the scope discussion. The integration and interrelationships between all project constraints mean that we cannot allow focus on some to cause inattention to others.

The scope and its value are inextricably linked but both sides of this coin must be covered. Most projects cannot focus entirely on building to specification, there is usually some element of being fit for purpose.

Managing time and cost in a project involves some of the most complex decisions and analyses we are likely to face. These constraints have many factors, many elements, and many possible traps. Despite this, they are often overshadowed by the demands of quality.

A project overdue or over budget might be a failure by degrees, but a project that doesn’t do what it needs to might be a 100% failure. In this way, quality is often the dominant restraint that modern project managers are now dealing with differently.