The triple constraint in project management is a set of parameters within which a project requires to be carried out in order to be measured as a quality project. They are time, cost, and scope (Serrador & Turner, 2015) . Project management involves ensuring that the project remains within the three constraints. This is because the constraints are inter-related and influence each other (p. 31) . For instance, an expansion of the scope would result in an expansion of the budgeted time and costs of the project. Similarly, in order to restrain the budgeted time and scope of the project, the cost of the project needs to be emplaced in a way that it captures unexpected time needed to complete the given scope. Similarly, when time is not budget for effectively, the scope of the project may not be completed unless cost is increasingly incurred. In this way, the relationship between the constraints results in the need for the project manager to define the priority constraints in order to ensure the project is completed, even where some of the constraints are not handled.
In prioritizing the constraints, the main factor to consider is the objective of the project. In the organization, the main objective is the achievement of service delivery to the consumers of the project. Therefore, the needs of the consumers that define the scope of the project make the project scope the priority constraint. In so doing, the completion of the project, regardless of the time it would take to complete the project, and regardless of the additional cost the project incurs, the project must reach its completion stage. The priority takes the form of deliverable-oriented perspective (p. 35) . In this way, the project manager is more focused on how far into the project the extra time and cost resources are available. The prioritizing of the scope of the project help the project manager to concentrate on ensuring the management of other constraints within the budget limits to ensure the completion of the project.
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References
Serrador, P., & Turner, R. (2015). The relationship between project success and project efficiency. Project Management Journal, 46(1) , 30-39.
