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PMTimes_Sep03_2024

Managing Software Testing

Written by Martin Fenelon on . Posted in Articles.

You cannot test quality into software.

Some project managers make the mistake of stepping back when software testing takes the forefront in their projects.

 

It may be due to a lack of hands-on testing experience, concerns over the increasingly technical nature of software testing, or a willingness to let the QA Lead drive the bus for a short period. None of these reasons are valid. Regardless of their roles prior to becoming PMs, they can and should continue to lead the team during testing. In the next few articles, we’ll focus on helping PMs better understand how to guide their teams to delivering better software. Testing the software is just one part of that journey.

 

Let’s clear up some misperceptions. The purpose of testing is not to attempt to break the software, nor to find every possible defect, but to demonstrate that the software will fulfill its intended purpose with a reasonable level of confidence. As highlighted by the quote above, software quality must be built into the project and development process from the beginning rather than being added through testing. Testing allows us to confirm that the expected quality is there and to find and correct those places where it is not. Remember the definition of software quality that we are using:

 

Quality code is code that in order of importance, does what it is supposed to do, is bug free, and is well-crafted.

– Stephen Vance

 

The Institute of Electrical and Electronic Engineers (IEEE) definitions for verification and validation apply during this project phase, so their formal definitions may inform discussions about software performance under testing.

  • Verification: The determination by objective, repeatable methods that an item satisfies its stated requirements.*

 

In other words, the software works as it is intended to work, and it meets the requirements it is connected to.

  • Validation: The determination by objective, repeatable methods that an item can be used for a specific purpose.*

 

In other words, the software is suitable for purpose, meaning the requirements correctly describe the business need that the software satisfies.

 

(*Adapted from The Project Manager’s Guide to Software Engineering’s Best Practices, by Mark J. Christensen and Richard H. Thayer, IEEE Computer Society Press, Los Alamitos, CA, 2001.)

 

Every test should be traced back to a requirement, either functional or non-functional. If we cannot trace a particular test back to a requirement, we need to question why that test is needed and what purpose it serves. To ensure that we are not wasting time with unnecessary tests and that we are performing the required tests in an appropriate manner and sequence, we start by developing a test strategy. The test strategy defines what will be tested, how it will be tested, and what results are needed to determine that the system is ready for production.

 

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Once the test strategy is established, one or more test plans are created to meet the goals of that strategy in a methodical, effective, and efficient manner. Test plans describe the purpose of the test, entry and exit conditions, and specifically where and how the system will be tested. Once we have test plans, we can dive into the detailed planning of each test or series of tests. This usually results in test cases, definitions of test environments or regions, test interfaces, test data, and so on.

 

While the project manager is not responsible for creating any of these documents or artifacts, they should be closely involved in their development, review, and ultimate approval. They will have a significant impact on the project schedule, including task duration, task sequencing, key gates, and their location in the schedule. Quality assurance and testing schedules must be coordinated with those of the other teams within the project and typically external to the project (for example, the infrastructure team). These, in turn, impact the budgets and resources that go into the project plan. There may be significant risks or issues that will need to be addressed via specific testing, such as a new external interface or a set of complex calculations, with solutions that must be clearly described in both the testing and overall project plans.

 

The project manager is not expected to be an expert in software testing design or execution, just as they are not expected to be software engineers. They are expected to be familiar with the role, purpose, and types of testing required by their project under the delivery methodology being followed. PMs should ask thoughtful questions, ensure open issues are properly resolved, and participate in walkthroughs of key quality assurance and testing deliverables. We’ll briefly go through common ones in the following sections. While PMs should not be the ones driving the team through testing, they need to ensure that it is being done and done effectively. Some tips on how to do this are covered below.

 

The key point to remember is to be proactive, not passive, with these deliverables and tasks. Although quality cannot be created by testing, testing should identify where quality is lacking so it can be improved. Thorough testing supported by appropriate metrics will find and eliminate most defects and improve confidence that the team is delivering a high-quality system. This section highlights key considerations and leverage points for PMs to help them get the best results possible. There are separate books, whitepapers, and training courses that go into software testing in greater depth. Don’t hesitate to refer to them if desired or if you encounter a particularly unique or difficult testing issue.

 

Next Up: Types of Software Testing

 

Concerned about all the news stories about significant software failures over the past few months? My upcoming book, Building Better Software is focused on providing Project Managers an easy-to-follow guide for successful software development projects.

 

PMTimes_Sep04_2024

Surfing through Change and Anxiety

Written by George Pitagorsky on . Posted in Articles.

Change often triggers fear of the unknown and a sense of helplessness, expressed as anxiety. Change disturbs the peace. In the realm of project management, change is a given. Projects both create change and are subject to changes that seem to make planning futile.

But project management – if done well and if you are self-aware enough to manage your emotions -reduces anxiety by dynamically making everyone aware of actions, outcomes, and the probability of success. Effective PM accepts and manages volatility, uncertainty, complexity, and ambiguity (VUCA).

 

Cognitive Readiness

Cognitive readiness is a critical quality to enable surfing through change. It is the capacity to operate skillfully in any situation, particularly when faced with VUCA.

Cognitive readiness is critical because everything is changing, sometimes more and sometimes less quickly, unless we can calmly and competently respond to each change without reacting to emotions like disappointment and anxiety it can bring.

For more on cognitive readiness see my PM Times article, “PM for the Change Makers” https://www.projecttimes.com/articles/pm-for-the-changemakers/.

 

Multiple Levels of Change

On a global scale culture wars are on and have been since the dawn of time. Imagine how the traditionalists reacted when some smart aleck insisted that you can start your own fire.

For example, take gender fluidity. There are multiple perspectives on what happens in society when a person’s gender preferences mean no more than the color of their eyes. Not knowing how it will turn out creates anxiety. Worst-case stories create fear and anger. Resisting the change reactively is counterproductive.

In the realm of project work:

  • Methods and cultures change. For example, as organizations turn from structured “waterfall” to Agile methodologies, or strengthen, weaken, or eliminate a PM Office.
  • During a project’s life, change takes the form of late deliverables, staff turnover, changes in requirements, and more.
  • Projects deliver products and services delivered to change organizations, the marketplace, the public arena, and individual experiences.

 

Breaking Norms

When a deep-seated norm is challenged by a change, there is anxiety and resistance. We see the same dynamic in organizations, families, teams, and personal relationships when security, long-held beliefs, and models are challenged.

Anxiety may be triggered by shifts from rigid procedures to agile and adaptive approaches and changes in management style. It may arise over behavioral issues, disruptions, changing attitudes about abortion, political beliefs, monogamy, gender identification, race, and more.

We feel anxiety if we are faced with life-changing choices that leave us feeling as if the ground has given way and we are in free fall, out of control.

 

The Impact

Feelings of anxiety may be subtle or acute. Self-awareness identifies feelings quickly before anxiety morphs into anger and despair, fueling physical symptoms and reactive behavior like aggression, withdrawal, and depression. Anxiety about being anxious makes it all worse. Managed well it becomes a wake-up signal.

 

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The Cause

Hypothesis: we resist change because we are threatened by anything that upsets our sense of reality or threatens our security. We seek assurance that things will be OK. We like the stability of solid ground under our feet, or at least having a reliable parachute. We like certainty and to be in control.

 

How to work with Anxiety

The best we can do when anxiety arises is to “be with” or accept what we are feeling and not let it drive behavior. Then we can do what we can to cut through to a calm presence.

Present and consciously aware, we can perform optimally in any conditions. We stop worrying about making deadlines and we figure out what best to do under the circumstances.

A method to change the way anxiety influences your ability to perform optimally uses feelings as triggers to:

  • Focus attention to be mindfully self-aware
  • Acknowledge what is happening – you may not want to keep it going but in the moment, it is what it is
  • Accept discomfort – don’t run away from painful or annoying feelings of anxiety, anger, or disappointment
  • Step back into a calm mindful presence being here, now.
  • Cultivate a positive mindset with confidence that you will be OK; stop the scary negative “stories” you create
  • Let go into Flow to allow your skills, intelligence, and experience to optimally work together to do what needs to be done, or not done.

The anxiety may not disappear, but it will become a short-term visitor rather than a persistent demonic ghost. While it is there, treat the symptoms using skillful methods like breathing techniques, bodywork, conceptual reminders like sayings or mantras, and/or, if appropriate, medication. As you work to address the symptoms, address the causes.

 

NOT for Everyone

Addressing the causes of anxiety is not for everyone. It is not easy. It requires confronting long-held habits and beliefs, including the strong need to avoid discomfort.

It is the path of a peaceful warrior, using an array of concepts, tools, and techniques to create a personal path. We learn acceptance to become comfortable with anything that comes our way and to let go into optimal action.

 

Next Steps

Address these questions:

    • What changes rock your world?
    • What do you cling to or push away when you are anxious about change? Why?
    • How self-aware are you? Do you recognize feelings as they arise or after you have reacted to them? Do you know why you are anxious?
    • How does anxiety (or any emotion) feel in the body? Can you be calm and accepting in the face of physical and psychological discomfort?
    • What frightening stories are you telling yourself?
    • How confident are you that you can handle anything that comes?
    • Are you ready to change your attitude?

 

Cultivate an attitude of confidence in your ability to handle anything, you can go beyond treating the symptoms of anxiety to cutting its roots. Weave a path that works for you using meditation, breath, and bodywork, with concepts like systems/process thinking and spirituality.

For a guidebook to developing the skills for managing anxiety and achieving optimal wellness, check out my recent book The Peaceful Warrior’s Path: Optimal Wellness through Self-Aware Living.

PMTimes_Sep04_2024

The Role of Emotional Intelligence in Agile Leadership and Program Management

Written by KC Lakshminarasimham on . Posted in Articles.

The success of agile projects increasingly relies on the emotional intelligence (EI) of leaders. Agile methodologies focus on teamwork, flexibility, and ongoing improvement—all of which are significantly influenced by a leader’s emotional awareness and ability to manage interpersonal relationships. This article explores how emotional intelligence is integral to agile leadership and program management, showing how it can be a driving force for project success and the development of a motivated, resilient team.

 

Understanding Emotional Intelligence

Emotional intelligence, a concept brought to prominence by psychologist Daniel Goleman in the early 1990s, refers to the ability to recognize and manage one’s own emotions while also understanding and responding to the emotions of others. The five key components of emotional intelligence include:

  • Self-Awareness: Recognizing emotions as they occur and understanding their impact on behavior and thoughts.
  • Self-Regulation: Effectively managing emotions, controlling impulses, and adapting to change.
  • Motivation: Maintaining a strong drive to achieve goals, often setting high personal standards.
  • Empathy: Understanding and sharing the feelings of others, which is vital for building trust and strong relationships.
  • Social Skills: Successfully managing relationships, influencing others, and fostering effective teamwork.

For agile leaders, these elements are essential in navigating complex team dynamics, creating a positive work environment, aligning with company strategy and maintaining high performance in demanding situations.

 

The Intersection of EI and Agile Leadership

Agile leadership goes beyond simply guiding teams through sprints and meeting deadlines. It involves a deep understanding of team dynamics, individual motivations, and how change affects both morale and productivity. Leaders with strong emotional intelligence can apply their skills in several key areas:

Building Trust and Encouraging Collaboration

Trust is foundational for any agile team. Leaders who demonstrate empathy and strong social skills can create an environment where team members feel valued and confident in sharing their ideas. This trust fosters open communication, allowing for more effective collaboration and innovation without fear of failure. By addressing the emotional needs of the team, emotionally intelligent leaders can remove barriers to teamwork and ensure the group operates cohesively.

Improving Communication

Clear communication is critical in agile methodologies, whether during daily stand-ups, retrospectives, or sprint reviews. Leaders with high emotional intelligence excel at interpreting nonverbal cues and understanding the emotional dynamics within the team. They can adjust their communication style to fit the situation, ensuring that their messages are well-received and constructive. In parts, they have the ability to contextualize to the larger, strategic goal.  This nuanced approach to communication helps prevent misunderstandings and keeps everyone aligned on project objectives.

Handling Conflict Proactively

Conflict is inevitable in any team, especially in high-pressure agile environments. Leaders with strong emotional intelligence can identify early signs of conflict and address them before they escalate. By approaching disagreements with empathy and a focus on resolution, these leaders can transform potential disruptions into opportunities for growth. Empathy develops over experience and leaders bring in more empathy with their experience. They encourage open dialogue and help team members resolve issues in a way that strengthens relationships rather than damaging them.

Motivating and Engaging the Team

Understanding what motivates different team members is key to driving performance. Leaders with high emotional intelligence recognize that individuals are motivated by various factors—whether it’s the challenge of the work, the desire for recognition, or the opportunity for personal growth. By aligning tasks with team members’ strengths and interests, emotionally intelligent leaders can boost engagement and productivity. They are well aware of balancing motivations and handling conflicts that may arise. Additionally, they maintain a positive team atmosphere by acknowledging efforts and celebrating achievements, keeping morale high even during challenging times.

 

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Program Management and Emotional Intelligence

In the broader realm of program management, where leaders oversee multiple agile projects and teams, the role of emotional intelligence gains significance. Program managers must not only guide their teams but also ensure alignment across different projects, stakeholders, and organizational goals. Here’s how emotional intelligence is crucial in program management:

Managing Stakeholder Relationships

Navigating the interests of diverse stakeholders is one of the most challenging aspects of program management. A high level of empathy and social awareness is needed to understand and address their concerns while keeping the program on track. Emotionally intelligent program managers handle these relationships with care, ensuring that stakeholder expectations are managed effectively and that their support is maintained throughout the program’s lifecycle. This skill is particularly vital in agile environments, where requirements and stakeholder needs can change rapidly.

 

Facilitating Change

Agile projects often involve significant changes, whether in processes, team structures, or project goals. Such changes can be met with resistance, especially if they disrupt established routines. Program managers with strong emotional intelligence can anticipate these reactions and manage them effectively. By clearly communicating the benefits of change and supporting their teams through transitions, they can reduce resistance and help their teams adapt more quickly, ensuring continued productivity.

 

Making Informed Decisions

In program management, decisions can have wide-ranging impacts across multiple teams and projects. Emotionally intelligent program managers consider not only the technical aspects of their decisions but also the emotional and relational consequences. They understand that the way a decision is communicated can be just as important as the decision itself. By involving the right people, considering emotional impacts, and communicating transparently, these leaders ensure that their decisions are well-received and supported by those affected.

 

Building Resilient Teams

The ability to build resilient teams is another area where emotional intelligence is invaluable. Agile projects, by their nature, involve iteration, and setbacks are inevitable. Program managers with high EI can help their teams recover from these setbacks by fostering a culture of learning and continuous improvement. They encourage reflection on failures, facilitate discussions on how to improve, and provide the emotional support necessary to keep the team focused and motivated for the next challenge.

 

Conclusion

Emotional intelligence is not just an optional trait for agile leaders and program managers—it is essential for their success. By developing their EI skills, leaders can improve team collaboration, resolve conflicts more effectively, and drive motivation and engagement. These abilities are crucial for the success of agile projects. As organizations continue to adopt agile methodologies, the demand for emotionally intelligent leaders will grow. Developing and leveraging these skills will be key to thriving in the complex, dynamic world of modern project management.

 

References

Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

Druskat, V. U., & Wolff, S. B. (2001). Building the Emotional Intelligence of Groups. Harvard Business Review.

Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart.

Mayer, J. D., Salovey, P., & Caruso, D. R. (2009). Emotional Intelligence: Theory, Findings, and Implications. Psychological Inquiry.

Dulewicz, V., & Higgs, M. (2005). Assessing Leadership Styles and Organizational Context. Journal of Managerial Psychology.

Boyatzis, R. E., & Sala, F. (2004). The Emotional Competence Inventory. Hay Group.

PMTimes_Aug21_2024

Six Sigma in Project Management

Written by Nionila Ivanova on . Posted in Articles.

Have you ever wondered how some companies consistently deliver top-quality products and services while others struggle to meet basic expectations? What sets the best apart is often not just their technology or talent but the methodologies they use to manage and improve their processes. One such powerful methodology is Six Sigma.

Developed by engineers at Motorola in the 1980s, Six Sigma is a data-driven approach focused on process improvement and quality management. The name “Six Sigma” itself refers to a statistical term that measures how far a process deviates from perfection. In Six Sigma, the goal is to limit defects to 3.4 per million opportunities. In simpler terms, it’s about getting things right 99.9997% of the time!

In this article, we’ll explore how Six Sigma integrates with project management, the methodologies it uses, and the tools and techniques that can make your projects more successful.

 

Key Principles of Six Sigma

At its core, Six Sigma revolves around a few key principles:

  1. Customer Focus: Everything starts with the customer. Six Sigma emphasizes understanding customer needs and expectations and then tailoring processes to meet or exceed those expectations.
  2. Data-Driven Decisions: Six Sigma relies on data and statistical analysis to identify problems and measure progress, ensuring that decisions are based on facts.
  3. Process Improvement: Six Sigma encourages teams to constantly look for ways to refine processes, eliminate waste, and increase efficiency.
  4. Employee Involvement: Six Sigma requires active participation from all levels of the organization. Everyone is encouraged to contribute ideas and take ownership of process improvements.
  5. Proactive Management: Instead of reacting to problems after they occur, Six Sigma promotes a proactive approach. It helps teams identify potential issues before they become major roadblocks.

As for project management, using Six Sigma in this field helps foster a culture of continuous improvement, where every team member is empowered to look for ways to enhance the project’s outcomes. This focus on quality and efficiency not only helps in achieving the project’s objectives but also builds a foundation for long-term success.

 

Six Sigma Methodology

Six Sigma offers two primary methodologies – DMAIC and DMADV – each serving different purposes but both aimed at improving processes and ensuring quality.

 

DMAIC Process

The DMAIC process is the most widely used methodology in Six Sigma, especially in project management. It stands for Define, Measure, Analyze, Improve, and Control. Here’s a quick breakdown of each phase:

  1. Define: Identify the project goals and customer deliverables. In this phase, project managers define the scope and objectives, ensuring everyone is aligned on what needs to be accomplished.
  2. Measure: Gather data to understand the current performance level. This involves identifying the key metrics and collecting relevant data to establish a baseline for improvement.
  3. Analyze: Dig into the data to uncover the root causes of defects or inefficiencies. This phase is about understanding why the process isn’t meeting the desired standards.
  4. Improve: Develop and implement solutions to address the root causes identified in the analysis phase. Here, teams brainstorm and test various strategies to enhance the process.
  5. Control: Monitor the improved process to ensure the changes are effective and sustainable. This step includes establishing control plans and continuously tracking performance.

 

DMADV Process

On the other hand, the DMADV process, also known as Design for Six Sigma (DFSS), is used when a new process or product is being designed from scratch. It stands for Define, Measure, Analyze, Design, and Verify:

  1. Define: Similar to DMAIC, this phase involves defining the project goals and customer requirements.
  2. Measure: Collect data on critical factors that could impact the quality of the new process or product.
  3. Analyze: Evaluate the data to develop design alternatives. This phase focuses on ensuring that the new design will meet customer needs and business objectives.
  4. Design: Develop detailed designs for the new process or product. This involves creating prototypes and conducting simulations to test the design’s effectiveness.
  5. Verify: Test and validate the final design to ensure it meets the necessary standards and performs as expected in real-world conditions.

Choosing between DMAIC and DMADV depends on the nature of the project. If you’re improving an existing process, DMAIC is your go-to approach. If you’re creating something new, DMADV is the way to go.

 

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Six Sigma Tools and Techniques in Project Management

Six Sigma is a toolkit filled with a variety of tools and techniques that help project managers and teams identify problems, analyze data, and implement solutions.

Here’s a quick look at some of the most popular tools used in Six Sigma projects:

1. Pareto Chart

The Pareto Chart is based on the Pareto Principle – also known as the 80/20 rule – which states that 80% of problems are often due to 20% of causes. This chart helps project managers visually prioritize issues by showing the frequency of defects or issues, making it easier to focus on the most critical areas first.

2. Cause-and-Effect Diagram (Fishbone Diagram)

Also known as the Ishikawa Diagram, the Cause-and-Effect Diagram helps teams brainstorm potential causes of a problem and organize them into categories. This visual tool is particularly useful for identifying the root causes of defects or inefficiencies in a process.

3. Control Charts

Control charts are used to monitor the performance of a process over time. By plotting data points, project managers can quickly see whether a process is stable and within predefined limits. This tool is crucial for maintaining control over a process and ensuring consistent quality.

4. Process Mapping

Process Mapping, also known as Flowcharting, involves creating a visual representation of the steps in a process. This tool helps teams understand how a process works, identify bottlenecks, and find opportunities for improvement.

5. Root Cause Analysis (RCA)

Root Cause Analysis is a technique used to identify the underlying reasons for a problem or defect. By asking “why” multiple times, project managers can drill down to the fundamental cause of an issue and develop effective solutions.

6. Statistical Analysis

Six Sigma heavily relies on statistical analysis to make data-driven decisions. Techniques such as Hypothesis Testing, Regression Analysis, and ANOVA (Analysis of Variance) help project teams analyze data, test assumptions, and validate their findings.

 

Six Sigma Certification Levels and Their Role in Project Management

Six Sigma is also a structured training and certification system that equips individuals with the knowledge and skills to lead and implement Six Sigma projects effectively. In project management, these Six Sigma certifications serve as a roadmap for career development.

Let’s take a look at the different Six Sigma certification levels and how they align with various project management roles:

1. White Belt

White Belts have a basic understanding of Six Sigma concepts and terminology. They assist with change management and participate in local problem-solving teams that support larger projects, making them valuable team members on any project.

White Belts often serve as team members who support data collection and process improvement activities. They are usually new to Six Sigma and are eager to learn from more experienced colleagues.

2. Yellow Belt

Yellow Belts have a deeper understanding of Six Sigma principles and can assist Green and Black Belts in data collection and analysis. They play a crucial role in identifying processes that require improvement. They also assist project leaders in implementing process changes and can lead smaller projects or initiatives under the guidance of higher-level Belts.

3. Green Belt

Green Belts have a solid understanding of Six Sigma methodologies and tools and can lead smaller projects or serve as team members on larger projects led by Black Belts. Green Belts are responsible for analyzing and solving quality problems and are actively involved in process improvement.

Green Belts often manage individual projects within their areas of expertise. They lead teams, apply Six Sigma tools and techniques, and are responsible for delivering project results.

4. Black Belt

Black Belts are experts in Six Sigma methodologies and are capable of leading complex projects. They mentor Green and Yellow Belts and are responsible for managing multiple projects across different departments.

Black Belts are focused on strategic process improvements and are key to driving significant changes within an organization.

5. Master Black Belt

Master Black Belts are the highest level of Six Sigma certification. They have extensive experience in Six Sigma and are responsible for training and mentoring Black Belts and Green Belts.

Master Black Belts play a strategic role in the company. They oversee the implementation of Six Sigma methodologies across the enterprise, provide expert guidance on complex projects, and ensure that Six Sigma initiatives align with the company’s overall strategy and objectives.

 

Conclusion

Six Sigma has proven itself as a powerful and versatile tool in the world of project management. By embracing its methodologies, tools, and certification programs, organizations can significantly enhance their process efficiency, reduce errors, and consistently meet customer expectations.

As project managers, integrating Six Sigma principles into your practices can transform projects and the way your team approaches problem-solving and quality management. So, are you ready to take your project management to the next level with Six Sigma?

PMTimes_Aug27_2024

Best of: How to Successfully Balance the Project Management Triangle

Written by Nandini Sharma on . Posted in Articles.

A project manager has to deal with many concerns simultaneously for project success.

The Project Management Triangle is associated with three major factors that affect the results of a project.

 

Three Points Of A Project Management Triangle Include:

  • Cost
  • Scope
  • Time

 

These Three Constraints Are Interrelated. Let’s See How:

Let’s say your client asks you to expand the scope of a current project you are working on. Now, when the scope will expand, the time taken to complete the project as well as the cost incurred will also change. That is why the interdependence between these three factors makes them a project management triangle.

Creating a balance among these three constraints becomes very important for a project manager in order to deliver a quality product.

If we look at the following picture, you can see that quality is placed in the middle of the triangle while time, cost and scope are placed at the ends. It indicates that quality is a factor that cannot be compromised with or negotiated with, whereas time, cost and scope are negotiable or subject to change.

 

Why Is it Important to Manage This Project Management Triangle in a balanced way?

The three constraints of project management software have to be kept in mind from the very beginning of a project. Taking care of these helps the project managers adapt to the changing requirements of a project without affecting cost and the time taken.

This triangle of project management finds its reference in Agile methodology.

An agile methodology is an approach to project management which is based on the basic belief that changes are bound to occur in the way of software development or project completion. Any unforeseen situation during the project lifecycle can demand changes and adapting to these changes successfully ensures project success.

While the traditional methods of project management which are not flexible and do not adopt changes can result in failed projects.

When you are prepared to manage any unforeseen changes, the final output of a product is not jeopardized.

Let us have a detailed understanding of the project management triangle and how changes in any one of its constraints can affect the entire project.

 

Terms Related to the Project Management Triangle:

Scope

By scope, we mean all the work that has to be completed and all the services that have to be provided in a project. The entire spectrum of tasks is involved in it.

Now, an addition in the scope i.e. the amount of work would mean an extension of time required as well as the money spent on a project. Also, an addition to the functionalities would also require more resources which you might not have thought about at the time of planning.

 The hiring of more resources for this project puts the project manager in a tight spot as the expenses as well as the development process lengthens up.

Time

Time is one of the vertices of a project management triangle and plays a major role in deciding the success and failure of projects. Generally, at the beginning of a project, clients ask the question- how much time it will take to complete the project and what would be the exact cost?

Now, answering this question can be a little difficult for a project manager. A proper estimation of all other factors (resources, the type of project, potential bottlenecks etc.) becomes important to calculate time.

Cost

Cost is of paramount importance and if gone beyond the estimation can lead to a serious failure of a project.

Generally, cost is calculated for clients using the following formula

Service hours(h) * Rate per hour($ )= cost($)

Change requests or requests to add functionality can severely affect the cost of a project.

 

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How to Strike a Balance in the Project Management Triangle?

Source: https://appinventiv.com/blog/how-to-balance-project-management-triangle/

Here are the approaches that project managers can use to strike a balance between the constraints of a project management solution.

Use a Project Management Software

A project management solution becomes a medium to make better time estimations, better cost estimations as well as defining the scope becomes easier.

Let’s understand in some detail.

Basically, project management solutions like BrightWork, ProofHub, Asana, Wrike etc. become a central place where you can plan, collaborate, discuss and get reports on your projects. Your entire team can contribute to project progress and give useful input without even the need to call meetings every time.

 

How a Project Management Tool Helps in Balancing the PM Triangle.

  • It helps in planning your projects in a visual way using tools like a Gantt chart. You can keep all the project tasks against a timeline and see how much time each task will take. When all tasks are laid out in a timeline form, you can very well decide the resources required and the budget needed. Once clear on these parameters, you can communicate the same to the clients and also keep them in loop to maintain transparency.
  • Apart from this, you can see bottlenecks or problem areas of your project while the project is in progress. All your tasks can be placed in the form of a board and you can see your tasks moving through various stages in real-time. This helps you ensure that you are not running behind the decided timeline so that the project does not get overdue.
  • The readymade templates of project management software can help you plan your projects quickly without the need to start from scratch.
  • Collaboration becomes effortless and clarity on roles and responsibilities is maintained.
  • You can make changes in the schedule easily on a Gantt chart and everyone will be updated.
  • Managers can get clear visibility into the workload of individual team members and make appropriate decisions.

 

Conclusion

Effective planning, clear visibility into the processes, the ability to make adjustments on the go can act as the hallmarks of maintaining a stable relationship among different constraints of project management.

Communication is yet another important factor that lets your projects not slip out of hands. When an effortless and effective communication is maintained among team members and managers at all times, the efficiency increases manifold and projects can be completed successfully within decided time frame and budget.