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Devils Triangle

Devils Triangle

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$6.50

Quick Overview

This model categorises the steering parameters based on 3 aspects: Time, Money and Quality.


The “Devil’s Square” is strongly related to this model. Here the Scope parameter is added as a steering parameter.


The “BOQITO” is another variant whereby InformationOrganisation and Other (like risks) are also defined as variables.


Related models: Time Management MatrixProjectmanager RadiusForce Field AnalysisSteering ParametersDevils TriangleSMARTBARTStakeholder Salience Model


 



$6.50

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Details

Devil’s Triangle

 

Background

This model is usually referred to as the well-known “Devil’s Triangle”. In his book, however, Peter Markensteijn writes about the ‘ribs’ of project management and the PM3 model. The devil’s triangle is part of one of these ribs. PM3 stands for Peter Markensteijn’s Project Management PiraMid.

Related models: Time Management MatrixProjectmanager RadiusForce Field AnalysisSteering ParametersDevils TriangleSMARTBARTStakeholder Salience Model

 

 

The model

This model categorises the steering parameters based on 3 aspects:

-      Time

-      Money

-      Quality.

 

Time

In the early years project-based activities were tuned to making the timelines in the first place. Activities carried out within a project must be divided into bite-size chunks, set out in time and mapped in terms of dependencies. The result of one activity always leads to a product or partial product. Planning must meet the SMART requirements. On implementing activities progress must be monitored at all times.

 

Money

All activities carried out must be assessed. The total costs of these activities must be transparent, explicable and reliable. Checks must be carried out continuously to verify whether budget is underspent or perhaps overrun. This relates to all costs incurred within a certain project: direct costs such as man-hours, indirect costs including environment management and out of pocket costs for tenders, expertise take-on or product acquisition. The total costs lead to the overall project budget.

Parameter money may also include income for projects and programmes. Usually for income specific assessments are made in the form of a business case or redemption deed. Also, steering activities towards income are usually separated from the project cost management. Especially in ICT cases, the income phase will only begin upon product delivery. By then the project is usually already undone.

 

Quality

Prior to the project commencement the wishes and requirements must be known and laid down. Depth thereof partly depends on the way in which the project is carried out. In case of an iterative development process with several increments or an agile approach, outlining the wishes and requirements suffices. In case of a classical waterfall method, full clarity matters before stepping into the next stage.

 

Variant

The “Devil’s Square” is strongly related to this model. Here the scope parameter is added as a steering parameter.

The “BOQIT” is another variant whereby Information and Organisation are also defined as variables. We at Models2Use always add Risk to end up with “BOQIT+R”.

 

How to use it

 

Select your steering parameters

First of all it is very important to select your steering parameters. Take a decision and stick to it. Previously we mentioned a few variants from which you may choose. Discuss matters with your client.

 

Prioritise your steering parameters

Decide together with the client on the adage under which your project or programme is to be carried out. It is up to the client to decide on the most important parameters. Do not let the client brush you off with “they are all equally important” or you must stick to timing and budget and provide what I asked you to...”  A good client will take his responsibility and dare to make a choice. Obviously this choice does give you the freedom not to meet one of the parameters. But it does steer the interventions expected from you being the project manager. Discussions about timelines at the start of the year 2000 or the launching of the EURO are out of the question. In implementing a new traffic control system at Schiphol Airport quality is top priority: timely implementation is inferior to impeccable implementation.

 

Launch control sessions

No matter which steering parameters you choose, make sure you design a sound control mechanism. The state of affairs must be transparent, unequivocal and comprehensible to all. Make sure you receive reports and information at an optimal frequency. Separate explicitly factual details and value judgements.

 

Use the right tooling

Your plan should state which tooling you intend to use to support control sessions for the selected parameters. For timelines tools and methods exist such as the MS Project/Gantt charts, critical path analyses, MoSCoW and QSMSLiM. Also, you may use the ‘cigar box’. As long as you make clear which tooling you are using, why, when and for whom.

Usually the organisational pressure feeds the ‘rosy’ picture of the situation. Stay far away from it. Remarks like “you must save 10% and still deliver the same product” will eventually involve unhappy clients, users and project managers. Of course you must continue to make the implementation process more efficient but this is not the primary objective of your project: stick to your plan! If budget savings are required you should hold your client responsible. For it is he who must decide on the wishes and requirements that need no further detailing. Using the MoSCoW method might help out. Bringing back timelines will affect the efficiency of your team. Having short timelines usually means more resources at the same time within a short period of time. Streamlining, managing, informing and being informed will be much more complicated. To assess these effects you might for instance use QSMSLiM.

Good luck, take the wheel and check your dashboard meters on a regular basis.

 

Related models: 

-   Time Management Matrix

-   Projectmanager Radius

-   Force Field Analysis

-   Steering Parameters

-   Devils Triangle

-   SMART

-   BART

-   Stakeholder Salience Model

 

 

 

Sources:

       http://www.markensteijn.com/

 

The product:

- Cartoon, full colour, 8000-6000 pixels

- Description, full colour, pdf

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