Bolivarian Republic of Venezuela

Ministry of Popular Power for University Education

Simón Rodríguez National Experimental University

La Guaira Core

Chair: Strategic Planning

THE PLANNING TRIANGLE

Facilitator:

Osman Perdomo

Members:

Maurielys Mujica ID 22.336.905

Maiquetía, May 5, 2021.

 Introduction

Theplanningfulfills two main purposes in theorganizationsthe

protector and the affirmative. The protective purpose is to minimize
theriskreducing the uncertainty surrounding the world of thebusinessesy
defining the consequences of aactionadministrative determined. The
the affirmative purpose of planning is to raise the level
ofsuccessorganizational.

An additional purpose of planning is to coordinate the

efforts and theresourceswithin organizations. It has been said that the
planning is like a locomotive that pulls the train of activities
theorganization, theaddressand thecontrol.

On the other hand, planning can be considered as the trunk.

the fundamental of an imposing tree, from which the branches grow fromthe organization,
the direction and control. However, the fundamental purpose is to facilitate achievement
of theobjectivesofthe companyIt implies taking into account thenatureof the area
future in which the must be executed theactionsplanned.

Planning is aprocessa continuum that reflects the changes

of theenvironmentinI returnto each organization and seeks to adapt to them.

One of the most significant results of the planning process is

onestrategyfor the organization.

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 The iron triangle models the constraints of theproject managementy
these restrictions are considered 'iron' because none can be changed
restriction without affecting the others. The original iron triangle, proposed by
Dr. Martin Barnes in 1969 follows a waterfall approach to development.
products: the scope is fixed and the resources and time are variable. For a
software team, this would mean that the teams start a project
defining the product requirements to determine the project scope (a
list of work elements). The resources and the schedule are variables and are
estimate based on the fixed scope.

The inherent restrictions of project management. These restrictions are

triples

1) Scope: The tasks required to meet the project's objectives.

2) Time: The schedule for the project to be completed.

3) Cost: the financial constraints of a project, also known as

project budget.

In a simple way, the project Triangle establishes that the success of

the project is affected by its characteristics, deadlines, and budget. As the head
from that project, you can switch between these three restrictions; however,
changing the restrictions of one means that the other two will suffer to some extent
measure.

It is important to take into account that the project's Triangle is an important part.
of any project, but it does not determine success. Projects are carried out to
starting from many parts, more than three, although the most important ones,
they form this triple constraint. Sometimes you can't play with the triple constraint,
but those three factors are always at play in the project.

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Why Is the Project Triangle Important?

The project triangle as the limits within which it can operate. Likewise
that restrictions improve creativity, the triple constraint provides a
framework in which all project participants can come to an agreement.
These metrics drive the project and allow for adjustments as needed.
when problems arise.

Project management is often a series of concessions and

commitments for things to move towards a successful completion. The
the project triangle is a model that helps managers know what
compensations will work and what impact they will have on other aspects of
project.

Through the use of integrated management tools

projects, manuals or now computerized, an administrator can observe the
project as it progresses. Metrics such as the timeline, the cost and the
the scope of the project is easy to follow. With this information, you can
identify problems and adjust the triple constraint to prevent those issues
they become problems.

The project triangle seems simple, but that is superficial.

One of the three points of this triangle can be divided and reveals a meaning.
more complex.

Scope

The project scope deals with the specific requirements or tasks.

necessary to complete the project. It is important for management in
any project, whether agile software projects or waterfall projects

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well planned, because if you can't control the scope of the project, it is not
likely that you will deliver it on time or under budget.

When managing scope, it is essential to clearly prioritize your

tasks, which allows you to plan and allocate resources effectively. Without
creating a sense of order, it’s easy to feel overwhelmed, which gives us a boost
in the scope. Make sure to remove the prerequisite tasks so that the
the project can be developed smoothly and without interruptions.

Another key factor in management and scope definition is the

managing the expectations of stakeholders. Stakeholders often
they can have new demands that arise during a project, and you need
to be able to meet their expectations. This may especially be the case in
long-term projects in which there could be new stakeholders
introduced midway through the project.

In order to meet the demands of stakeholders and the new

requests that arise naturally as projects develop,
You must be able to manage change. This may include managing requests for
change. When managing change requests, make sure to accommodate only
those that are necessary to achieve the project's objectives and outcomes.

All these scope management steps are essential because the

The amount of time required for each task is critical for the quality of that.
final product. This can have a significant impact on the schedule and the cost,
especially if the project is large-scale.

Time

The programming is the estimated amount of time assigned for

complete the project, or the production of the delivery. Generally, this is

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solve by first noting all the necessary tasks to move forward from the
start to finish of the project.

AGantt chart it is a way to visualize the schedule of the

project, with each task as a point on that timeline, with the
dependencies of linked tasks and the determined durations. Also have
Historical data can help make more accurate estimates.

According to the Project Management Body of Knowledge

The program can be managed through a management process of the (PMBOK).
time. Those steps are as follows:

1) Time planning planning: creation of policies, procedures

and documentation for the planning, execution, and monitoring of
project schedule.

2) Define activities: identify and document what actions need to be taken

to produce the project deliverables.

3) Sequence of activities: identify and document the logical order of

I work to be more efficient.

4) Estimate the resources for each activity: what type and how many materials,
people, teams, supplies, etc. are needed to carry out each
activity.

5) Estimation of the durations of each activity: how long will it take

complete each activity with the estimated resources.

6) Develop a schedule: analyze the activity, the duration, the resources and
the schedule to develop a schedule.

7) Control of the programming: comparing the planned programming with the

real progress to determine if your project is underway.

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 Time management is also important at the level of the members of
team. Project managers seek to gain support from their team in this
area, through tools and time management processes in
collaboration, so that the project can stay on track
collective.

Cost

The financial commitment of the project depends on several variables. They are
the resources involved, from materials to people, which include
labor costs. There are other external forces that can impact a project,
which must be considered in the cost of labor.

There are also fixed and variable costs inherent to any project.
as the economic cost of equipment with different skills and
productivity, which must be calculated. This can seriously come into play with the
use of subcontracted workers.

Cost processes include cost estimation to determine the

financial commitment necessary for all the necessary resources for
complete the work. The cost budget creates a baseline. The control
costs (Cost Control) works to manage the fluctuations throughout the project.

Limitations of the Iron Triangle

1) The scope is the work that remains to be done, such as functions or

functionalities, to deliver a product that works.
The resources include the budget and the team members who
they work for delivery and execution.
3) The time is when the teams will launch to the market, as
publications and milestones.

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There are several methods to estimate project costs:

1) Historical data: using the costs of similar projects for

comparison.

2) Parametric: measures the statistical relationship between historical data and others

variables.

3) Quality analysis: Estimate the highest quality cost for the activities.

4) Supplier offer: average of some supplier offers in the

project.

5) Resource costs: determine the cost rate of goods and labor

per unit of work.

6) Bottom up: estimation of the work package from the lowest level to the
higher.

7) Reserve: Aggregate cost of the activities.

The cost is one of the most complicated points in the Triple Triangle.
Restriction. To ensure that your estimates are as accurate as possible.
possible, I recommend the use of project management tools
to calculate these cost variations.

How to Use the Project Triangle

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 When you are managing a project, some variables can
change. Others cannot. The Triple Constraint gives you a clear idea of what is
can and cannot be adjusted throughout the project.

In a simple way, we can say that the project triangle is

it's really an act of balance. It's like juggling; it seems easy until
you try it. And just like the juggler, practice is needed. For a manager of
project, that means taking the necessary time to understand the triangle of
project as it applies to the project and conduct your due diligence in advance, of
So, if you have to adjust, do it from a place of knowledge.

The project triangle will help you manage your project.

planning of the schedule, scope, and cost of the project will help you achieve
your goals and objectives.

How do we apply it to companies?

But what we want now is to develop a project, following

the project management triangle model. To do this, we must follow the
following phases:

1) Project definition: we define the objectives to be achieved and the factors

that influence the process of developing the activities.
2) Project start: the media planning that we will use throughout the
process.
3) Planning: indicates how we should develop the project; here we have
the three essential aspects of the triangle (time, scope, and cost).
4) Execution: apply the timelines established in the previous phases.
5) Monitoring: ensuring that all phases of the project are being carried out.
6) Project closure: assume which objectives we have achieved, the resources
what we have used and those we have not.

Generally, the person responsible for implementing these agile actions in the
projects of the company is the Scrum Master.

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 Once we have understood how the iron triangle works
we can move on to another type of models, such as the star model, just
three other vertices that join the iron triangle and also modify the
final equation; these are the risk, the quality, and the means with which we carry out
our tasks.

Conclusion

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 If an organization aspires to remain healthy, it must set objectives.
realists. Planning is committed to setting the objectives of the
organization and in the general ways to achieve them. The option in front of the
planning is the random, uncoordinated and useless activity. Effective plans
they are flexible and adapt to changing conditions.

It should be noted that neither strategic planning nor operational planning is a

occasional effort if you want it to be effective and achieve the desired results.
Rather, it is a continuous circle that should never end in an organization;
it must be periodically monitored, reviewed, and modified according to the
internal and external results and events.

Bibliography

Chiavenato, I. (2000). Introduction to the general theory of administration.

In I. Chiavenato, Introduction to the general theory of management, third
edition. Mexico City: McGraw-Hill | INTERAMERICANA.
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 Rodríguez Valencia Joaquín (2002): Management of the Small and
Medium Enterprise (5th Ed.) Mexico. Thompson Publishers.

Vásquez Rojas Claudia. (2012, October 16). Evolution of management

y of the theories administrative. Recovered of
Unable to access external content.

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