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The triple constraint theory posits that every project is restricted by time, cost, and scope limitations, and it is the project managers job to control them. In their paper Work Environment and Its Impact on Triple Constraint of Project Management Hamid, Ghafoor and Shah claim that the managers work environment has an impact on their ability to manage the three project constraints.
The study is a quantitative research that sets out to test a null hypothesis that the work environment of a project has no influence on its triple constraints (Hamid, Ghafoor and Shah 547). The authors use primary quantitative aggregate data collected from questionnaires developed by the researchers and completed by a sample of 279 respondents in a managerial position across different IT companies (Hamid, Ghafoor and Shah 548).
The authors use inferential statistics methods of data analysis. Correlation and regression analysis is the primary method aimed at establishing a relationship between work environment and triple constraints. Independent sample t-test and analysis of variance are applied to determine the difference between subgroups of the sample, based on their education and gender (Hamid, Ghafoor and Shah 548-549).
After interpreting their findings, the authors conclude that there is a significant relationship between the components of work environment and the triple constraint, which is consistent with other previously conducted research (Hamid, Ghafoor and Shah 550). The results of this study are significant because they enhance the theoretical understanding of the determinants of a projects success. It shifts the paradigm from a project-centered approach that examines only material components such as time, scope, and budget to a more comprehensive view that also considers the managers work environment (and consequently, their well-being).
This study thus expands the triple constraint model to include such non-physical factors as job satisfaction and security. The findings also have several important implications: namely, that providing adequate remuneration packages and flexible working hours, as well as ensuring employee satisfaction and perception of job security will likely increase the projects chances of success, even given its triple constraints (Hamid, Ghafoor and Shah 550).
At the same time, this study has some important limitations and drawbacks. First of all, the conceptual framework adopted by the authors is somewhat limited as it only includes four factors. The quality of individuals working life is also determined by their relationship with their colleagues, the nature of their work, and the degree of their autonomy, to name a few examples (Di Lascio 41). Secondly, this paper adopts a rigid and individual-centered view of project management which is not necessarily typical in the IT industry.
According to Dyba, Dingsoyr, and Moe, agile project management, centered around teamwork, frequent customer interaction, and continuous feedback and changes, is more characteristic of software development companies (207). Finally, it is not entirely clear how the findings of this study are indicative of a specific industry and employee position within the company, rather than of a larger human resource management trend. The connection between the work environment components (especially remuneration and job satisfaction) and employee performance is not only well-established in the human resources management literature but even intuitive to a degree.
To conclude, the research carried out by Hamid, Ghafoor and Shah is theoretically sound and provides important insights into the field of project management. However, for the findings to be significant, the authors should address its limitations and drawbacks.
Works Cited
Di Lascio, Raphael Henrique C. Quality of Working Life: Meaning and Sense for Companies and Employees. Improving Employee Health and Well Being. Ed. Ana Maria Rossi, James A. Meurs and Pamela L. Perrewe. Charlotte, North Carolina: Information Age Publishing, 2013. 35-52. Print.
Dyba, Tore, Torgeir Dingsoyr and Nils Brede Moe. Agile Project Management. Software Project Management in a Changing World. Ed. Gunther Ruhe and Claes Wohlin. Berlin: Springer-Verlag, 2014. 277-300. Print.
Hamid, Syed Ali Raza, Hateem Adnan Ghafoor and Tamkeen Zehra Shah. Work Environment and Its Impact on Triple Constraint of Project Management. Information Management and Business Review 4.10 (2012): 545-552. Print.
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