An analysis of a Verizon Wireless project, using the triple-constraint project management theory.
Written in 2009; 932 words; 4 sources; APA; $ 33.95
Paper Summary:
This paper explains the triple-constraint theory of change management, which is based on the fact that all projects are subject to three basic constraints: time, cost, and scope. The author describes what each constraint entails, and uses a Verizon Wireless project to show where this theory would have helped to complete the project in a more timely and cost-efficient manner.
From the Paper:
"Verizon set a projected time frame over two years, whereby it moved significant portions of its ten-year-old VISION billing system from non-mainframe desktops to mainframe Java and Enterprise JavaBeans running WebSphere on IBM's AIX operating system. This proved trickier than expected in its execution, given the difficulty managing a temporarily mixed mainframe and application server environment and the fact that different teams had different schedules and workflow patterns. The project took more time and human resources, and thus more financial resources, but it also suffered an additional constraint, not entirely allotted for in the triple-constraint theory, that of good will on the part of employees suffering the change."
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