Prompt: In your response posts, share an example from another organization. As a future IT manager, what degree of balance will you strive for to achieve project success in your organization?
PEER POST # 1
This can be experienced within the organization in which I currently work in as the project triangle is constantly being pressured in all aspects. The IT department that runs our organization is small and is responsible for not only completing projects that will enhance not only the department as well as the organization, but the IT department is also responsible for working with other departments to implement department specific applications that further strain the IT departments time. As this adds strain to the scope portion of the triangle, our IT department works to structure the scope as well as ensure that our department also has the time and resources to be able to complete the projects within in a reasonable time.
However, as the year continues to move forward, the scope of some of these projects begin to grow and begin to take precedence over other important projects such as updating another department’s aging infrastructure which could lead to further security vulnerabilities.
However, in recent months, the IT department has worked to ensure that the triangle will be more equal between time, scope, and costs by introducing a new position to be a project manager for the department to ensure that all projects will be scoped efficiently while contributing to better cost allocation while being spread out throughout the fiscal year. So far, this position has become a very large asset to our organization as we are able to prioritize the projects that are related to infrastructure as well as ensuring that software is being updated across the organization in a timely matter to help reduce the overall security vulnerabilities that exist to keep all systems healthy and up to date.
Also, in order to better assign value to the projects that our organization is looking to take on, this position is responsible to assign that precedence it will take as well as ensuring that our department will have the necessary approvals and financial resources to be able to ensure the project will be able to be finished without risk of the plug being pulled or for the resources to be overused when they could be focused on another project’s progress or the planning of a new project.
PEER POST # 2
The project management triangle—time, cost, quality, and scope—is a foundational concept in project management, highlighting the trade-offs that arise in balancing these competing factors. A shift in business priorities, such as a focus on cost leadership, innovation, or customer-centric strategies, often intensifies pressure on specific elements of this triangle.
For instance, when an organization aims to become an industry cost leader, the primary emphasis often falls on minimizing costs. Project managers might need to allocate resources more efficiently, select lower-cost suppliers, or reduce project scope to align with the budgetary constraints. However, these decisions may lead to compromises in quality or extend project timelines due to constraints in material or supplier availability. Kerzner (2017) notes that reducing costs often results in quality challenges, especially when low-cost options are prioritized over optimal solutions.
Conversely, a focus on innovation may prioritize quality and scope over cost and time.
For example, when organizations compete on technological breakthroughs, ensuring high-quality deliverables often takes precedence. This can lead to increased costs and longer project timelines, as resources and time are dedicated to research and development. According to Schwalbe (2019), innovation-driven projects frequently operate in a dynamic environment where achieving the desired scope and quality outweighs the constraints of cost and time.
Customer-centric strategies further amplify pressure across the triangle. Customers demand fast delivery, high-quality products, and competitive pricing, forcing project managers to optimize all elements simultaneously. This balancing act requires robust planning and communication with stakeholders to avoid scope creep, which can derail project timelines and budgets (Pinto, 2020).
In conclusion, shifts in business priorities directly influence the project management triangle by emphasizing one or more elements at the expense of others. Project managers must understand these trade-offs and engage stakeholders in decision-making to align project outcomes with organizational goals.
