Key Takeaways
- The Triple Constraint: In project management, time (the schedule and timeline), cost (the budget that determines what resources can be used), and scope (the deliverables and activities) make up the triple constraint.
三重约束：在项目管理中，时间（进度表和时间轴）、成本（决定可以使用哪些资源的预算）和范围（可交付成果和活动）构成了三重约束。 - The Fast, Cheap, Good Dilemma: Projects have to choose between speed, cost, and quality, and you can’t have all three simultaneously. Adjustments to scope, time, or cost affect the other two, which in turn affect project outcomes.
快速、廉价、优质的困境：项目必须在速度、成本和质量之间做出选择，你不可能同时拥有这三者。对范围、时间或成本的调整会影响其他两者，进而影响项目结果。 - Triangle Teaches Trade-offs: The project management triangle provides you with a convenient way to explain the interdependence of scope, time, and cost and the necessary trade-offs to clients.
三角教导权衡：项目管理三角为您提供了一种方便的方式来解释范围、时间和成本之间的相互依赖关系，以及向客户进行必要的权衡。
- Scope: The deliverables and activities required to achieve a project’s goals.
范围：实现项目目标所需的可交付成果和活动。 - Time: The schedule required to be followed to deliver a project on time.
时间：按时交付项目所需遵循的时间表。 - Cost: The budget required to limit the resources used to deliver a project.
成本：限制用于交付项目的资源所需的预算。
This concept is also known as the iron triangle or project management triangle, and visually represents how these three elements are interconnected in project management.
这个概念也被称为铁三角或项目管理三角，直观地展示了这三个元素在项目管理中是如何相互联系的。
When there is a change to one constraint, something else has to give. Any modification to one constraint will undoubtedly impact the others. The project triangle can help you see what this something else is and give you a useful tool for explaining this to stakeholders or clients.
当一个约束条件发生变化时，其他约束条件也会随之改变。对一个约束条件的任何修改无疑都会影响到其他约束条件。项目三角可以帮助您了解其他东西是什么，并为您提供向涉众或客户解释这一点的有用工具。
When you’re managing projects, you can better explain why adding a landing page to a client’s marketing campaign means you need more time or budget (or both!), or why condensing the project timeline means increased costs (due to the additional resources required to hit that timeline), no matter which project methodology you’re adhering to.
当你在管理项目时，你可以更好地解释为什么在客户的营销活动中添加一个登陆页意味着你需要更多的时间或预算（或两者兼而有之！），或者为什么压缩项目时间表意味着增加成本（由于需要额外的资源来达到这个时间表），无论你坚持哪种项目方法。
Scope 范围
Project scope refers to what’s being delivered: the extent, range, breadth, reach, confines, dimension, realm, gamut, spectrum, or spread of the work that’s to be done on a project.
项目范围指的是要交付的内容：项目中要完成的工作的范围、范围、广度、范围、限制、维度、领域、范围、范围或分布。
The scope statement encompasses the sum of products and services to be provided, describing what’s being done and how much of it.
范围说明包括要提供的产品和服务的总和，描述正在做什么以及做了多少。
Here are some examples of what a project scope includes:
以下是项目范围包括的一些例子：
- Project complexity: The intricacy and sophistication of the project’s components.
项目复杂性：项目组件的复杂性和复杂性。 - Output quality: The standard and excellence of the final deliverables.
输出质量：最终交付成果的标准和卓越性。 - Number and complexity of features: The intricacy and quantity of functionalities within the project.
功能的数量和复杂性：项目中功能的复杂性和数量。 - Level of detail: The depth and thoroughness with which components are addressed.
详细程度：处理组件的深度和彻底性。 - Quantity of finished products: The total number of completed deliverables or products.
成品数量：完成的交付物或产品的总数。 - Time 时间
Project time is the duration or amount of time (usually expressed in number of hours) required or allocated to complete the project or tasks within the project.
项目时间是完成项目或项目中的任务所需或分配的时间的持续时间或数量（通常以小时数表示）。
Time management includes:
时间管理包括：
Overall project timeline: The comprehensive schedule outlining project milestones and completion dates.
总体项目时间表：概述项目里程碑和完成日期的综合时间表。
Number of project phases: The divisions or stages through which the project progresses from initiation to completion.
项目阶段数：项目从开始到完成的划分或阶段。
Time allotted for planning and strategy: The designated duration set aside for strategic planning and preparation.
计划和策略的时间分配：为战略计划和准备预留的指定时间。
Hours worked on project: The cumulative amount of time invested by the team towards project execution.
在项目上工作的时间：团队在项目执行上投入的累计时间。
Internal calendars and goalposts: The specific timelines and milestones established internally to track progress and achievements.
内部日历和目标柱：内部制定的具体时间表和里程碑，以跟踪进展和成就。
Cost 成本
Project cost refers to the resources—financial and otherwise—required for project execution. Costs might include labor, hardware, software, and other charges.
项目成本是指项目执行所需的资源、财务和其他方面的成本。成本可能包括人工、硬件、软件和其他费用。
Project cost management takes into account factors like:
项目成本管理主要考虑以下因素：
- Financial budget: The allocated monetary resources for the project’s execution.
财务预算：为项目执行分配的资金资源。 - Number of team members: The count and salary of individuals involved in executing the project.
团队成员数量：参与执行项目的个人数量和工资。 - Equipment and facilities: The necessary tools, technology, and physical spaces required for project implementation.
设备和设施：项目实施所需的必要工具、技术和物理空间。
Why Is The Project Management Triangle Important?
为什么项目管理三角很重要？
The project management triangle helps project managers with informed decision-making and expectation management, ultimately leading to more successful project execution. Here are a few other reasons that the triangle is important.
项目管理三角帮助项目经理进行信息决策和期望管理，这最终会导致更成功的项目执行。以下是三角之所以重要的其他几个原因。
1. Establishing Realistic Project Goals
1. 建立切合实际的项目目标
The project management triangle helps you set realistic goals and assess whether the project is feasible by taking into account the relationship between scope, time, and cost. It can help you visualize resources and better understand how they will impact other aspects of your project.
项目管理三角可以帮助你设定现实的目标，并通过考虑范围、时间和成本之间的关系来评估项目是否可行。它可以帮助您可视化资源，并更好地理解它们将如何影响项目的其他方面。
For instance, when facing a project with both a limited budget and a tight deadline, you can use the project management triangle (along with your project budget software) to evaluate whether the deadline can actually be achieved with the available budget before the project starts, instead of discovering this when you’re already halfway through.
例如，当面对一个预算有限、截止日期紧迫的项目时，你可以使用项目管理三角形（以及你的项目预算软件）来评估在项目开始之前，是否可以用可用的预算来实际实现截止日期，而不是在你已经进行到一半的时候才发现这一点。
2. Aiding Effective Communication with Stakeholders
2. 协助与利益相关者有效沟通
The project management triangle helps you communicate more effectively with stakeholders. You’ll have a better understanding of the trade-offs involved in your project, so you can clearly convey the limitations and constraints to stakeholders right from the beginning and better manage their expectations.
项目管理三角可以帮助你更好地与干系人沟通。你将对项目中涉及的权衡有更好的理解，因此你可以从一开始就清楚地向涉众传达限制和约束，并更好地管理他们的期望。
When stakeholders possess a solid grasp of the project’s scope, timeframe, and financial plan, they become empowered to offer valuable insights and make well-informed decisions. This openness enhances trust and encourages collaborative efforts.
当利益相关者对项目的范围、时间框架和财务计划有了坚实的把握时，他们就有能力提供有价值的见解并做出明智的决定。这种开放的态度增强了信任，鼓励了合作努力。
3. Avoiding Delays and Cost Overruns
3. 避免延误和成本超支
The project management triangle helps you foresee and address potential project delays and cost overruns. You’ll be able to pinpoint potential risks and create backup plans to handle them.
项目管理三角可以帮助你预见和处理潜在的项目延迟和成本超支。你将能够准确地发现潜在的风险，并制定出应对风险的后备计划。
For example, if the scope of a project expands without a corresponding increase in time or budget, you can quickly evaluate the impact on resources and make necessary adjustments to the plan.
例如，如果项目的范围扩大了，但没有相应的时间或预算增加，您可以快速评估对资源的影响，并对计划做出必要的调整。
How Do Triple Constraints Work?
三重约束是如何工作的？
Simply put, if you make changes to one side of the triple constraint triangle, it also affects the other sides of the triangle. Choose fast, cheap, or good—but when you pick one, know it’ll impact the others.
简单地说，如果您更改了三重约束三角形的一边，它也会影响三角形的其他一边。选择快的，便宜的，或者好的，但是当你选择一个的时候，要知道它会影响到其他的。
The premise of the triple constraints of project management is that the three factors of scope, project time, and cost are inextricably linked.
项目管理三重约束的前提是范围、项目时间和成本这三个因素有着千丝万缕的联系。
The most common triple constraint model places “quality” in the center of the triangle to illustrate that the quality of a project depends on the project’s scope, budget, and time spent.
最常见的三重约束模型将质量置于三角形的中心，以说明项目的质量取决于项目的范围、预算和花费的时间。
If you want to maintain a consistent level of quality (or, in geometry class, a consistent area within the triangle), making changes to one side of the triangle requires the other sides to adjust.
如果您希望保持一致的质量水平（或者，在几何类中，在三角形内保持一致的面积），对三角形的一侧进行更改需要对另一侧进行调整。
The Project Management Triple Constraint visualization shows how making changes to one side of the project management triangle affects the other variables in the triangle.
The project management triangle shows how changes to one variable, or side of the triangle, impact the other constraints in the project. It demonstrates how you can’t adjust scope, time, or cost without impacting the project’s other variables.
项目管理三角形显示了对一个变量或三角形边的更改如何影响项目中的其他约束。它演示了如何在不影响项目其他变量的情况下调整范围、时间或成本。
Math aside, the way the triple constraint affects projects is simple:
撇开数学不谈，三重约束影响项目的方式很简单：
If you’re going to ask for something to be delivered faster (time), you have to pay more (cost).
如果你想要更快（更快）地交付某样东西，你就得付出更多（成本）。
If you’re trying to save some money (cost), sometimes you can achieve this by delivering a simpler product, or fewer things (scope).
如果你想节省一些钱（成本），有时你可以通过交付更简单的产品或更少的东西（范围）来实现。
The Fast, Cheap, & Good Myth
快、便宜、好神话
In a competitive environment, it’s common to feel pressure to deliver something comprehensive as cheaply (and quickly!) as possible.
在竞争激烈的环境中，要尽可能便宜（又快！）地交付一些全面的东西是很常见的压力。
While that is possible in some scenarios, the project management triangle reminds us that, most of the time, projects cannot be simultaneously cheap, good, and fast. We have to know our priorities to help the clients and stakeholders decide “what’s gotta give”.
虽然在某些情况下这是可能的，但项目管理三角提醒我们，大多数时候，项目不可能同时廉价、优质和快速。我们必须知道我们的优先级，以帮助客户和利益相关者决定我们应该给予什么。
The cheap, fast, good (or comprehensive) project will forever be a dream!
The iron triangle teaches us that the Venn diagram for dream projects (comprehensive, fast, and cheap) is often just that—a dream.
铁三角告诉我们，梦想项目（全面、快速、廉价）的维恩图通常只是一个梦想。
The triple constraint theory is especially helpful in conversations with clients, both when initially determining the scope of a project and when handling change requests along the way (you can find a template for change orders at that link as well).
三重约束理论在与客户的对话中特别有用，无论是在最初确定项目范围时，还是在处理过程中的变更请求时（您也可以在该链接中找到变更顺序的模板）。
How To Manage The Triple Constraints
如何管理三重约束
Although simplistic, the triple constraints of project management are often a useful way to set and reset expectations of what’s feasible to deliver or adjust within the constraints of a project’s scope, cost, and time.
虽然过于简单，但是项目管理的三重约束通常是一种有用的方法，可以设置和重置在项目范围、成本和时间的约束下交付或调整可行性的期望。
Here’s how to manage the triple constraint model and use it in conversations with clients about changes to project cost, time, and scope, as well as tips to establish a go-forward plan for the project based on your clients’ priorities.
以下是如何管理三重约束模型，并在与客户讨论项目成本、时间和范围的变更时使用它，以及根据客户的优先级为项目建立前进计划的提示。
How To Manage Cost Constraints
如何管理成本约束
If you absolutely have to stay within a fixed project budget, then the client may need to be more flexible on the timeline and scope. With delivering on budget as the biggest priority, it’s likely that only the most business-critical change management requests will be approved.
如果你必须保持在固定的项目预算之内，那么客户可能需要在时间和范围上更加灵活。将按预算交付作为最大的优先级，很可能只有最关键的业务变更管理请求才会被批准。
So, when cost conversations come up, either to reduce the budget or not provide additional budget, you’ll need to:
因此，当谈到成本时，无论是减少预算还是不提供额外预算，您都需要：
Adjust the project schedule
调整项目进度
scale back the scope of the project
缩小项目的范围
agree upon reduced quality of select project deliverables
同意降低选定项目可交付成果的质量
How to deal with a change in cost and budget
如何处理成本和预算的变化
When sticking to the budget is a priority, you should take a moment to set yourself up with the right time tracking tools: use past project reports to make accurate time estimates and carefully track team member hours to make sure you’re not going over budget, and that you’re staying on schedule and hitting milestones as the project progresses. Using project cost management software can make this easier by helping you track spending against budget in real time, forecast overruns, and generate cost reports for stakeholder updates.
当坚持预算是优先事项时，你应该花点时间为自己设置正确的时间跟踪工具：使用过去的项目报告来做出准确的时间估计，并仔细记录成员的工作时间，以确保你没有超出预算，并且随着项目的进展，你正在按计划进行并达到里程碑。使用项目成本管理软件可以帮助您实时跟踪预算支出，预测超支，并为利益相关者更新生成成本报告，从而使这一点变得更容易。
When adjusting scope, you should also update your statement of work to redefine the scope and quality of project deliverables, and be sure to adjust tasks in your task management software.
在调整范围时，你也应该更新你的工作说明书，重新定义项目可交付成果的范围和质量，并确保在你的任务管理软件中调整任务。
How To Manage Time Constraints
如何管理时间限制
In cases where the deadline matters most, then more flexibility will be required with respect to the cost and/or scope.
在截止日期最重要的情况下，就需要在成本和/或范围方面有更大的灵活性。
Expediting the project to satisfy the time constraint might mean:
加快项目进度以满足时间限制可能意味着：
putting more resources on the line, increasing the cost
投入更多的资源，增加成本
cutting back the scope and/or quality of the end product
缩减最终产品的范围和/或质量
How to deal with a change in timeline
如何处理时间轴的变化
When sticking to the timeline or expediting delivery is a priority, you should use a Gantt chart to create an updated project timeline and detailed work breakdown structure (WBS) to illustrate how the project schedule and deliverables will need to be adjusted.
当坚持时间表或加速交付是优先事项时，您应该使用甘特图来创建更新的项目时间表和详细的工作分解结构（WBS），以说明如何调整项目时间表和可交付成果。
It’s important not just to create a timeline in isolation but to use resource management software to ensure you can allocate the resources you need to deliver the project, monitor the project team’s capacity and utilization, and keep an eye on project performance.
重要的是，不仅要单独创建一个时间表，还要使用资源管理软件，以确保您可以分配交付项目所需的资源，监控项目团队的能力和利用率，并密切关注项目绩效。
How To Manage Scope Constraints
如何管理范围约束
If scope matters most, because the client needs flexibility to add features throughout the project, then it impacts the project timeline and cost. This is known as scope creep when scope is added by the client, or as gold plating if it’s done by the project team.
如果范围最重要，因为客户需要在整个项目中灵活地添加功能，那么它会影响项目的时间和成本。当客户添加范围时，这被称为范围蠕变，如果是由项目团队完成的，则称为镀金。
If what matters most is being able to accommodate the features that are in scope, then the client has to remain open to:
如果最重要的是能够适应范围内的功能，那么客户端必须保持开放：
flexible timing as the team accommodates scope changes
灵活的时间安排，因为团队可以适应范围的变化
increased cost for adding deliverables to the scope that were not included during project planning at the outset of the project
增加了在项目开始时将未包括在项目计划中的可交付成果添加到范围的成本
How to deal with a change in scope
如何处理范围的变化
When scope management and additional deliverables are a priority, similarly to the changes to timeline and cost, you’ll need to update the statement of work, the budget, and project schedule, as well as team tasks and resource plan.
当范围管理和额外的可交付成果是优先级时，类似于时间轴和成本的变更，您将需要更新工作说明、预算和项目进度，以及团队任务和资源计划。
How to explain the impact of changes
如何解释变化的影响
So, how do you navigate that conversation? The key is not to say no to the request outright. Of course, anything is possible, you’re a project manager!
那么，你该如何引导这种对话呢？关键是不要直接拒绝请求。当然，一切皆有可能，你是项目经理！
The key is to say, “We could do it, and change…”
关键是要说，“我们可以做到，我们可以改变”。
the project schedule, which will need to shift back a week OR
项目进度表，需要向后调一周或一周
the scope of another deliverable, or functionality OR
另一个可交付成果或功能的范围
The client needs to fund an extra week of work
客户需要额外支付一周的工作费用
You know best which lever to pull to get your client to agree. If they still aren’t getting it, whip out the diagram from this article and explain that quality suffers if the constraints change (as do the chances of project success). That tends to spook ‘em.
你最清楚该用什么手段让你的客户同意。如果他们仍然不明白，拿出本文中的图表，并解释如果约束条件改变，质量会受到影响（项目成功的机会也会改变）。这往往会吓到他们。
Additional Tips For Managing The Project Management Triangle
管理项目管理三角的额外技巧
You have to balance the three constraints to effectively manage the project management triangle. Here are five strategies to do this successfully.
你必须平衡这三个约束，才能有效地管理项目管理三角关系。下面是成功做到这一点的五个策略。
1. Analyzing & Prioritizing Activities
1. 分析活动的优先级
Analyze and prioritize activities to ensure that resources are allocated in such a way that you’ll be able to accomplish project objectives. The idea is to complete critical tasks first while evaluating which tasks can be delayed or eliminated.
分析并确定活动的优先级，以确保资源的分配能够使您能够完成项目目标。这个想法是先完成关键任务，然后评估哪些任务可以取消或取消。
Don’t forget about resource allocation! Consider the costs, personnel, materials, and any outside services that are required for a task. Then, analyze availability and factor in existing or competing workloads. This way, you’ll notice any bottlenecks early on.
不要忘记资源分配！考虑成本、人员、材料和任务所需的任何外部服务。然后，分析可用性并考虑现有或竞争的工作负载。这样，您就可以及早发现瓶颈。
2. Keeping an Eye on Project Progress
2. 密切关注项目进展
Regularly monitor and control the progress of your projects. This will help you identify any deviations from the schedule, cost, scope, or quality of the project.
定期监督和控制项目的进度。这将帮助你识别任何偏离项目进度、成本、范围或质量的偏差。
Throughout the project, you should be continuously tracking the project’s performance against the baseline plan and identifying any deviations or potential risks.
在整个项目中，你应该根据基本路线计划持续跟踪项目的执行情况，并识别任何偏差或潜在的风险。
3. Regularly Sharing Project Updates With Stakeholders
3. 定期与利益相关者分享项目更新
Early on in the project, establish transparent channels for sharing information, foster active listening, and ensure a constant flow of communication.
在项目早期，建立透明的信息共享渠道，培养积极的倾听机制，并确保持续的交流。
Provide regular updates on project progress, milestones, changes, and potential impacts so your stakeholders remain informed. This allows them to provide timely feedback, voice concerns, and make collaborative decisions.
定期提供项目进展、里程碑、变更和潜在影响的更新，以便您的干系人随时了解情况。这使他们能够提供及时的反馈，表达他们的关切，并做出合作的决定。
4. Keeping Risks Under Control
4. 控制风险
Project risk management isn’t so much a process as a lens to see your project through. You need to proactively identify and handle potential project risks that could affect the triple constraints. Develop contingency plans to address any possible issues and minimize their impact on the project.
项目风险管理与其说是一个过程，不如说是一个观察项目的镜头。您需要主动地识别和处理可能影响三重约束的潜在项目风险。制定应急计划，以解决任何可能出现的问题，并尽量减少它们对项目的影响。
5. Use Project Management Software
5. 使用项目管理软件
The right project management tools are immensely helpful for keeping track of the many moving pieces that impact the project management triangle. Whatever the nature of your project, there’s a tool that can help to reduce the mental load of managing time, budget, and scope.
正确的项目管理工具对于跟踪影响项目管理三角形的许多移动部分非常有帮助。无论你的项目是什么性质的，都有一个工具可以帮助你减少管理时间、预算和范围的心理负担。
Look for a tool that offers features compatible with your work environment, such as specialized software for agile project management, Scrum, or waterfall teams, or with functionality to generate visual aids like Gantt charts.
寻找能够提供与你的工作环境兼容的功能的工具，比如敏捷项目管理、Scrum或瀑布团队的专用软件，或者具有生成甘特图等视觉辅助功能的工具。
Of course, the devil is in the details when it comes to the triple constraint. Using the right combination of these tips is often the key.
当然，当涉及到三重约束时，细节决定成败。使用这些技巧的正确组合通常是关键。