But projects succeed or fail purely on the basis of the three constraints; as follows:
1. Result. Completion of a specific, defined task or a series of tasks is the primary driving force behind
a project. Unlike the recurring tasks faced on the departmental level, a project is targeted to the idea of
a finite, one-time result.
2. Budget. A project’s budget is often separate from the departmental budget. Unlike a department’s
staff, a project team operates with a degree of independence—in terms of both control and money.
Project teams often include people from several different departments; thus, budgetary control cannot
be organized along departmental lines. A project may require a capital budget as well as an expense
budget. As project manager, you’re likely to have a greater degree of control over variances.
3. Time. Projects have specific starting points and stopping points. A well-organized project is based
on careful controls over completion phases, which involve the use of each team member’s time.
