Prosjektledelse Prosjektledelse nr. 4 2019 | Page 17

PROJECT MANAGEMENT
Summary We can therefore state that there are at least four
The project objectives, the Magic Triangle, Tripple indicators for the success of a project: scope, time,
Constraint or also called Objectives Triangle is a cost and stakeholder satisfaction.
consolidated representation of the project objecti-
has been added to represent stakeholder satis- Project success in the context of the
environment
faction, especially client satisfaction. The project The project will be carried out in the context of
is carried out in the context of organisations. At organisations. At least one organisation provi-
least one organization provides resources in the des resources in the form of project personnel
form of project personnel and material resources. and material resources. These are also limited
A simple resource planning of the project optimi- and it is a component of the planning duties and
zed for the project isolated from the context is not thus criterion of the project success, how effecti-
target-oriented. Further each project has not only vely the project personnel and how careful/limi-
positive aspects, but causes also a damage. These ted the project resources are used for the entire
are the “six interdependencies” which also apply organization. Because the project personnel is
to agile project management approaches. often entrusted with other tasks in the line and
ves. In the course of time, a further target variable
/ or the coworkers are just as urgently looked for
Origin and Development in other projects. The material resources such as
The project objective variables, the magic tri- an excavator become just as important for the
angle, triple constraint or also called objectives course of the project on another construction site,
triangle is a consolidated representation of the for example. A simple resource planning of the
project objectives on the basis of the measure- project optimized for the project isolated from the
ment variables context is not goal-prominent. The optimization
needs which the project director, the project port-
• scope or service, folio manager or the specialist departments spe-
• cost (hours or person days and costs) and cify for project resources are not only a one-sided
• time (duration and dates). process. Perhaps the consideration of this inter-
dependence resource optimization in project
In the course of time, a further target variable success would also nip in the bud the thought
has been added, which is to represent stakehol- construct of “thinking of project members only as
der satisfaction, especially customer satisfaction. inputs”.
An extension to the magic square did not take
place, but was seen as an extension of the magic Every project not only has positive aspects, but
triangle. also causes damage. For example, an implemen-
tation of software may lead to job losses. Or an
A magic square in connection with project mana- environmental protection project for the creation
gement was mistakenly included in the litera- of a new nature reserve leads to the loss of a far-
ture, in which the quality was recorded separa- mer’s arable land. This causes damage to the far-
tely. However, we must clearly distance ourselves mer, even if he is certainly compensated for it. So
from this, since quality is inherently anchored in here we have a clear contribution to the project
the aforementioned goals. success in this case with a negative sign. We can-
PROSJEKTLEDELSE • NR. 4 2019 17