June 18, 2025 • 10 mins
In this thought-provoking episode of the 4PM Podcast, host Mounir Ajam invites listeners to take a fresh look at one of the most well-known yet misunderstood concepts in project management — the Iron Triangle (a.k.a. the Triple Constraints of time, cost, and scope).
Is it a true measure of project success, or have we been using it wrong all along?
🔍 In this episode, you’ll learn:
- Why the Iron Triangle is a planning and control tool—not a definition of success
- How the Uruk Framework reshapes our understanding of value, vision, and performance
- The importance of expanding beyond time, cost, and scope to include product scope, quality standards, HSE, and risks
- How to balance shifting variables when projects evolve (because they will)
- A practical example of aligning planning with purpose—and staying resilient in execution
Whether you’re a seasoned PMO leader or new to the field, this episode will challenge your assumptions and give you practical tools to manage projects with purpose and clarity.
🌐 For more on the Uruk Framework, visit urukpm.com
💬 Connect with Mounir on LinkedIn
🔔 Subscribe, rate, and share this episode to empower your teams
Explore more project management insights at www.urukpm.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Welcome to the 4PM podcast, where ideas take shape
and strategies find purpose.
I am Mounir Ajam, founder andCEO of Uruk Project Management,
and I have a deep-seated passionfor project management and
community development, growingon decades of global experience
(00:24):
across diverse industries androles.
I am here to guide you throughthe transformative power of the
4PMs project program, productand portfolio management and our
focus on business integratedproject management.
Let's explore how integrationunlocks unparalleled value for
you and your organization.
Unparalleled value for you andyour organization.
(00:50):
Good day, welcome back to the 4pm podcast.
I am Munir Ajam, your host.
As always, I am grateful youare joining me for another
episode of this podcast.
Today's topic is highlyrelevant to our community, a
concept you have probably seenin many project management
references and workshops, atopic many PMOs might oversee or
(01:12):
misuse.
I'm talking about the IronTriangle, also known as the
Triple Constraints.
But I want to ask a question.
It is highly popular, but do wetruly understand it?
Do we know how to use it?
I invite you today to challengewhat you think you know about
the Iron Triangle and reflect onwhether it represents project
(01:36):
success or if we'vemisunderstood its purpose.
Us Let us start with what mostof us already know, the iron
triangle, also called the tripleconstraint, focuses on time,
(01:57):
cost and scope.
The idea is simple you can'tchange one without affecting the
others.
This model was originallydeveloped to help us plan and
control our project.
It works if used properly, oncewe know its value and
limitation.
But here's the problem.
Over the years, manypractitioners have confused this
(02:18):
model with a measure of projectsuccess.
Let me say this clearly theiron triangle is not a measure
of project success.
It's simply a planning andcontrol guide.
Time and cost measure projectmanagement performance, while
scope and quality reflecttechnical performance.
(02:38):
Please tell us, if we'vedelivered value, the real reason
the project was approved in thefirst place.
Also, the triangle itself islimiting.
Projects don't run on threevariables.
In reality, we must considermany other variables, such as
product scope, project scope,desired outcome, quality and
(03:02):
grade, risk and uncertainty, hse, health, safety and
environmental standards andregulations.
Therefore, project time andcosts must reflect and account
for all these variables and muchmore.
(03:28):
In the Uruk framework, we take avery different approach.
We begin with vision, businessjustification and defining value
, not with constraints.
Then we build the planiteratively around this sequence
First, define the product scope.
This output leads to thecapabilities that will generate
the value.
Maybe it is a hospital with acertain number of beds, or maybe
it is a software system thatautomates a manual process.
(03:52):
The product scope is tied tothe purpose.
The product scope is tied tothe purpose.
Second, define the projectscope.
This is what we need to do tocreate the product.
It includes the tasks, theresources, the deliverables.
It's the bridge between yourvision and the desired outcome.
Third, set your qualitystandards.
(04:13):
For example, do we accept 10%error tolerance or we must not
exceed 1%?
Another example here would bedo we want to build a five-star
hotel or a three-star hotel?
These decisions affecteverything downstream.
The selected quality standard,the grade, always affect the
(04:34):
project cost and schedule.
Fourth, consider HSEconstraints.
Similar to quality and grade,we must consider HSE guidelines
and regulations.
In some industries, such asconstruction, energy, public
health, hse must follow strictstandards and comply with
(04:55):
government regulations.
These considerations alsoaffect cost and time.
Fifth, risks and uncertainty.
If we do perform proper risksassessments and establish
response strategies andcontingencies, then we are
likely to be fighting fires toresolve painful problems that,
(05:15):
according to Murphy, will happen.
Finally, we can estimate costsand develop schedule.
Once everything else is clear,we calculate what it will take
financially and time-wise toachieve the product with
acceptable quality and safety.
Let me give you a practicalexample to illustrate this.
Let us assume we are building afacility that needs to serve
(05:39):
100 people.
That capacity serving 100, ispart of the product scope.
Management requires thefacility must operate with 99%
reliability.
That's our quality standard.
And, of course, we must meetall regulatory safety codes and
environmental controls.
(06:00):
That's HSE.
Then we ask what must we do tobuild this?
We will follow our projectlifecycle to determine
feasibility, define requirements, develop management and
execution plan, implement thework, hand it over when done and
ensure smooth operation.
All these steps requireresources, people, machine,
(06:24):
which cost money and requiretime to accomplish.
Ultimately, we must align thecost and time with scope,
quality, hse, while we alsoconsider the risks.
Accordingly, we have much morethan an iron triangle or triple
constraints.
(06:47):
Let's be realistic.
No project goes 100% accordingto plan.
Sometimes costs overrun, othertimes schedules slip,
(07:09):
no-transcript.
You ask which variable do weadjust?
Can we reduce product features?
Can we simplify the projectscope?
Can we relax qualityexpectation without compromising
safety?
Can we extend the timeline ordo we need to increase the
budget?
This is not about blame.
(07:30):
It's about staying aligned withthe original purpose.
Every adjustment should be madewith reference to the vision
and anticipated value, not basedon fear or pressure, but with
clarity and responsibility.
(07:54):
Now let's talk about how tobring it all together.
Once we've planned, based onproduct scope, project scope,
quality and HSE, we enterexecution and in execution, our
focus shifts to performance.
That's where the integrationbegins.
We begin to collect data.
Are we performing according tothe defined scope?
(08:16):
Is the quality within tolerance?
Are we meeting our HSEstandards?
Are costs and timelines in linewith estimates?
This is how you compare actualperformance against your
value-aligned plan.
When deviations occur, as theyalways will we go back to the
(08:36):
core.
We identify where the imbalancelies and reintegrate, shift
scope, adjust resources,reprioritize.
This isn't just reactivemanagement, it's value
stewardship.
And let's not forget the bestteam.
Don't wait for problems.
They monitor proactively andadapt intentionally.
(08:58):
All right, my friends.
That brings us to the end oftoday's episode.
We explored the iron trianglenot to dismiss it, but to
understand it in context.
It's a useful model forunderstanding basic trade-offs.
Although it does support usassess project management
(09:22):
success, it was never designedto define the project objective
success, uruk, which prioritizevalue, vision and performance.
Project management is not aboutlocking in numbers.
It's about staying aligned withpurpose and adapting with
clarity.
Please check the Uruk frameworkpage on our website and zoom in
(09:46):
on the value, deliverymethodology and the four
dimensions of project success,of project success.
If this episode helped shiftyour perspective, I invite you
to subscribe, leave a review andshare it with your teams.
(10:09):
For more articles, tools andtemplates, visit urukpmcom or
connect with me directly onLinkedIn.
This is Munir Ajam for the 4PMPodcast.
Until next time, keep learning,keep leading and always deliver
with purpose.
Welcome to the 4PM podcast, where ideas take shape
and strategies find purpose.
I am Mounir Ajam, founder andCEO of Uruk Project Management,
and I have a deep-seated passionfor project management and
community development, growingon decades of global experience
(00:24):
across diverse industries androles.
I am here to guide you throughthe transformative power of the
4PMs project program, productand portfolio management and our
focus on business integratedproject management.
Let's explore how integrationunlocks unparalleled value for
you and your organization.
Unparalleled value for you andyour organization.
(00:50):
Good day, welcome back to the 4pm podcast.
I am Munir Ajam, your host.
As always, I am grateful youare joining me for another
episode of this podcast.
Today's topic is highlyrelevant to our community, a
concept you have probably seenin many project management
references and workshops, atopic many PMOs might oversee or
(01:12):
misuse.
I'm talking about the IronTriangle, also known as the
Triple Constraints.
But I want to ask a question.
It is highly popular, but do wetruly understand it?
Do we know how to use it?
I invite you today to challengewhat you think you know about
the Iron Triangle and reflect onwhether it represents project
(01:36):
success or if we'vemisunderstood its purpose.
Us Let us start with what mostof us already know, the iron
triangle, also called the tripleconstraint, focuses on time,
(01:57):
cost and scope.
The idea is simple you can'tchange one without affecting the
others.
This model was originallydeveloped to help us plan and
control our project.
It works if used properly, oncewe know its value and
limitation.
But here's the problem.
Over the years, manypractitioners have confused this
(02:18):
model with a measure of projectsuccess.
Let me say this clearly theiron triangle is not a measure
of project success.
It's simply a planning andcontrol guide.
Time and cost measure projectmanagement performance, while
scope and quality reflecttechnical performance.
(02:38):
Please tell us, if we'vedelivered value, the real reason
the project was approved in thefirst place.
Also, the triangle itself islimiting.
Projects don't run on threevariables.
In reality, we must considermany other variables, such as
product scope, project scope,desired outcome, quality and
(03:02):
grade, risk and uncertainty, hse, health, safety and
environmental standards andregulations.
Therefore, project time andcosts must reflect and account
for all these variables and muchmore.
(03:28):
In the Uruk framework, we take avery different approach.
We begin with vision, businessjustification and defining value
, not with constraints.
Then we build the planiteratively around this sequence
First, define the product scope.
This output leads to thecapabilities that will generate
the value.
Maybe it is a hospital with acertain number of beds, or maybe
it is a software system thatautomates a manual process.
(03:52):
The product scope is tied tothe purpose.
The product scope is tied tothe purpose.
Second, define the projectscope.
This is what we need to do tocreate the product.
It includes the tasks, theresources, the deliverables.
It's the bridge between yourvision and the desired outcome.
Third, set your qualitystandards.
(04:13):
For example, do we accept 10%error tolerance or we must not
exceed 1%?
Another example here would bedo we want to build a five-star
hotel or a three-star hotel?
These decisions affecteverything downstream.
The selected quality standard,the grade, always affect the
(04:34):
project cost and schedule.
Fourth, consider HSEconstraints.
Similar to quality and grade,we must consider HSE guidelines
and regulations.
In some industries, such asconstruction, energy, public
health, hse must follow strictstandards and comply with
(04:55):
government regulations.
These considerations alsoaffect cost and time.
Fifth, risks and uncertainty.
If we do perform proper risksassessments and establish
response strategies andcontingencies, then we are
likely to be fighting fires toresolve painful problems that,
(05:15):
according to Murphy, will happen.
Finally, we can estimate costsand develop schedule.
Once everything else is clear,we calculate what it will take
financially and time-wise toachieve the product with
acceptable quality and safety.
Let me give you a practicalexample to illustrate this.
Let us assume we are building afacility that needs to serve
(05:39):
100 people.
That capacity serving 100, ispart of the product scope.
Management requires thefacility must operate with 99%
reliability.
That's our quality standard.
And, of course, we must meetall regulatory safety codes and
environmental controls.
(06:00):
That's HSE.
Then we ask what must we do tobuild this?
We will follow our projectlifecycle to determine
feasibility, define requirements, develop management and
execution plan, implement thework, hand it over when done and
ensure smooth operation.
All these steps requireresources, people, machine,
(06:24):
which cost money and requiretime to accomplish.
Ultimately, we must align thecost and time with scope,
quality, hse, while we alsoconsider the risks.
Accordingly, we have much morethan an iron triangle or triple
constraints.
(06:47):
Let's be realistic.
No project goes 100% accordingto plan.
Sometimes costs overrun, othertimes schedules slip,
(07:09):
no-transcript.
You ask which variable do weadjust?
Can we reduce product features?
Can we simplify the projectscope?
Can we relax qualityexpectation without compromising
safety?
Can we extend the timeline ordo we need to increase the
budget?
This is not about blame.
(07:30):
It's about staying aligned withthe original purpose.
Every adjustment should be madewith reference to the vision
and anticipated value, not basedon fear or pressure, but with
clarity and responsibility.
(07:54):
Now let's talk about how tobring it all together.
Once we've planned, based onproduct scope, project scope,
quality and HSE, we enterexecution and in execution, our
focus shifts to performance.
That's where the integrationbegins.
We begin to collect data.
Are we performing according tothe defined scope?
(08:16):
Is the quality within tolerance?
Are we meeting our HSEstandards?
Are costs and timelines in linewith estimates?
This is how you compare actualperformance against your
value-aligned plan.
When deviations occur, as theyalways will we go back to the
(08:36):
core.
We identify where the imbalancelies and reintegrate, shift
scope, adjust resources,reprioritize.
This isn't just reactivemanagement, it's value
stewardship.
And let's not forget the bestteam.
Don't wait for problems.
They monitor proactively andadapt intentionally.
(08:58):
All right, my friends.
That brings us to the end oftoday's episode.
We explored the iron trianglenot to dismiss it, but to
understand it in context.
It's a useful model forunderstanding basic trade-offs.
Although it does support usassess project management
(09:22):
success, it was never designedto define the project objective
success, uruk, which prioritizevalue, vision and performance.
Project management is not aboutlocking in numbers.
It's about staying aligned withpurpose and adapting with
clarity.
Please check the Uruk frameworkpage on our website and zoom in
(09:46):
on the value, deliverymethodology and the four
dimensions of project success,of project success.
If this episode helped shiftyour perspective, I invite you
to subscribe, leave a review andshare it with your teams.
(10:09):
For more articles, tools andtemplates, visit urukpmcom or
connect with me directly onLinkedIn.
This is Munir Ajam for the 4PMPodcast.
Until next time, keep learning,keep leading and always deliver
with purpose.
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