Deliberating the triple constraint trade-offs as polarities to manage — A refreshed perspective

It has become the norm in many projects to view the traditional trade-offs as classic problems to `solve'. This approach often suppresses the creative exploitation of paradox within the triple constraint. The principles and practices of Polarity Management<sup>TM</sup> introduce a refreshed perspective by supporting the `either/or' problem solving approach with the `both/and' rationale, which allows the triple constraint trade-offs to be held in respectful dialogue. Without the effective management of the triple constraint as an interrelated system, projects run the risk of becoming separated from purpose. This paper undertakes to explore the dynamics of the triple constraint by considering their `mutualities' as polarities to manage in order to bring a refreshed perspective to the time vs. cost vs. scope dilemma. An integrated model is proposed that considers the exploitation trade-offs as polarities to manage in an effort to sustain an optimum compromise as a function of the anticipated project outcome.