Theory of the triple constraint — A conceptual review

Projects are generally undertaken because they are part of the plans to meet business needs and charter organizations to new levels of performance. Projects are however constrained by conflicting demands and competing priorities within the project environment. Neglecting to manage these constraints accurately and effectively may be sufficient to condemn a project even if all other project management activities are performed to a high standard of excellence. The aim of this paper is to improve the interpretation of the triple constraint and its dynamics and indicate how this may advance the delivery of project success. An integrated model is proposed to facilitate the strategic management of the triple constraint trade-offs as a function of the project higher purpose.