Faster, Better, Cheaper - The Fallacy of MBSE?
Abstract
Scope, time, and cost the three fundamental constraints of a project. Project management theory holds that these three dimensions are inextricably linked as competing constraints. To complete a project faster must sacrifice budget or scope (whether explicitly through reduced capability or implicitly through lower quality). Likewise, to complete a project at lower cost inevitably results in longer schedules or reduced capability/lower quality. As the standard saying goes today, faster, better, cheaper pick any two . When Daniel Goldin became Administrator of the US National Aeronautics and Space Administration (NASA), he championed the cause of a unified faster, better, cheaper mentality. Using this management mantra, Goldin sought to save money while simultaneously improving performance and accelerating schedule. In other words, he sought to deliver results seemingly impossible given the iron triangle of project management. After multiple mission failures including the twin Mars mission disasters in 1999, the concept of faster-better-cheaper was widely derided, and we once again returned to the model of pick any two .
Document Details
- Document Type
- Technical Report
- Publication Date
- Nov 01, 2012
- Accession Number
- ADA621972
Entities
People
- David M. Long