The People Project Triangle: Balancing Delivery, Business-as-Usual, and People's Welfare

The People Project Triangle refers to the trade-off between the project, the ongoing business, and the people working in them.

Driven by rapid external change, the modern corporation is lean and cost conscious. A consequence is an increasingly common project management situation of a medium important, medium complex business change project that cannot justify a full-time team. Consequently, it is resourced by in-house staff working on the project as homework, meaning in addition to their normal responsibilities. The authors term this a composite project.

This book postulates that composite projects are increasingly used to meet the demands of rapid business change. However, they are largely unrecognized as a separate organizational category of project, with particular characteristics, management needs, and risks.

The People Project Triangle refers to the trade-off between the project, the ongoing business, and the people working in them. When pressure mounts it is often the people who bear the brunt, risking stress and burnout. The authors assert that with better recognition, clearer understanding and appropriate measures, many of the common problems with composite projects can be foreseen and avoided or mitigated.

Stuart Copeland BSc(Hons), MCMI, MBCS, is a UK-based business consultant, specializing in change projects with significant complexity, criticality, and scale. He has run over 100 projects, across multiple sectors, with large and small organizations. A graduate of Cardiff University, he is a member of the Chartered Management Institute, the Institute of Interim Management, and the British Computer Society. He is PRINCE2 and MSP accredited. He held a range of general management and business improvement positions in a large automotive group.

Andy Coaton CFA, CEng, MBA, BSc(Hons), DipM, is a UK-based business consultant and visiting lecturer at the University of London. He has many years experience scoping, defining, and managing engineering and consultancy projects for international corporates through to start-ups. He holds the designation of chartered engineer and chartered financial analyst and holds a master's degree in business administration from Cranfield School of Management. He was seven years with PricewaterhouseCoopers (PwC).