A Stronger Foundation for the Project Management Triangle
A fifteen-year study of over 600 projects in various sectors around the globe found that 85 percent failed to meet time and budget goals. This stunning revelation by Aaron Shenhar and Dov Dvir appears in their book Reinventing Project Management: The Diamond Approach in Successful Growth and Innovation. The primary reason cited for such failures was that “…executives as well as project teams failed to appreciate up front the extent of uncertainty and complexity involved (or failed to communicate the extent to each other) and failed to adapt their management style to the situation.”
In our experience with architectural project stakeholders, the dynamic relationship between scope, time and cost is improved by crafting an inspiring “hearts and minds” purpose statement (see “Liquid Arrow” graphic in post below) combined with the shared sense of being responsible for a legacy. If scope is the means to an end, what do we want to accomplish together? Using facilitated dialogue, we build a strong foundation for the project triangle (illustrated above). After the project’s purpose and legacy are fully explored and embraced, we can begin to co-create the vision. This level of analysis saves time and prevents the “iron triangle” of project management from becoming wobbly.
– Sharon VanderKaay