Triple Constraint Article Review

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Security and the Triple Constraint

One of the most difficult aspects involved with successfully managing an information technology (IT) project is achieving a practical sense of balance between a complex set of competing priorities. Experienced IT professionals have learned firsthand that various limitations, including budget restrictions and impending deadlines, can severely impact their ability to fully satisfy a project's primary objectives. A consensus has emerged within the field of IT research which holds that "every project is constrained in different ways by its scope, time, and cost goals," and collectively "these limitations are sometimes referred to in project management as the triple constraint" (Schwalbe, 2011). Recognizing the effects that the triple constraint will have on every project one embarks on is essential to properly managing the intricate interplay of complementary resources required by modern IT projects. Perhaps the most daunting dilemma posed to IT project managers by the triple constraint concept is the fact that one branch of the structural tree, either scope, time, or cost, typically be prioritized above the others if optimal performance is to be reached.

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When IT experts state unequivocally that "managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project" (Schwalbe, 2011), this knowledge is derived firsthand from past failures, and aspiring information security analysts should take this advice to heart. While elegant solutions to systemic flaws may present themselves as a result of diligent research and improvisational brainstorming, the triple constraint all but assures that as an IT professional, you will be forced to remain adaptable, working within the confines of each project's unique set of limiting factors.

Throughout my experience working as a fledgling member of my firm's IT staff, I have witnessed the detrimental effects that the triple constraint can exert on an….....

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