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The project management triangle (called also the triple constraint, iron triangle and project triangle) is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. [1] It contends that: The quality of work is constrained by the project's budget, deadlines and scope (features).
Quality, cost, delivery (QCD), sometimes expanded to quality, cost, delivery, morale, safety (QCDMS), [1] is a management approach originally developed by the British automotive industry. [2] QCD assess different components of the production process and provides feedback in the form of facts and figures that help managers make logical decisions.
In the software industry, this means that one can pick any two of: fastest time to market, highest software quality (fewest defects), and lowest cost (headcount). This is the basis of the popular project management aphorism "Quick, Cheap, Good: Pick two," conceptualized as the project management triangle or "quality, cost, delivery".
The triangle emphasises "the importance of managing 'quality' besides time and cost". [8] Speaking to APM’s journal, Project, in 2012, Barnes said of the triangle that he "really didn’t know just how important it would become". He stated that he created it because, when he was first running projects, "they weren't even referred to as projects.
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Increasing or decreasing one results in changes to one or both of the other two. For example, a policy that increases access to health services would lower quality of health care and/or increase cost. The desired state of the triangle, high access and quality with low cost represents value in a health care system. [3]
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The costs of war are much higher than the costs of high-speed rail. These costs are not only economic. They also include the blood and waste of war. At crucial junctions, a country needs to assess ...