How do we identify the right constraints at the beginning of a project?

Start by defining your core business problem and desired outcomes. Then, work backwards to identify the unavoidable limitations: fixed budget, firm launch dates, critical system integrations, and available team resources. Involve key stakeholders from finance, operations, and IT to ensure these are realistic and agreed upon.

Won't too many constraints stifle innovation and lead to a basic solution?

Not necessarily. Well-defined constraints channel innovation by forcing the team to find the most effective and efficient ways to achieve the core objectives within the boundaries. A basic solution only results if the ambition was never appropriately framed by core objectives. The aim is focused innovation, not stifled creativity.

What if a critical constraint changes mid-project, like a sudden budget cut?

A change in a critical constraint necessitates an immediate re-evaluation of the entire project scope and timeline. This requires transparent communication with all stakeholders, a re-prioritisation exercise, and potentially a reduction in features or a modification of the delivery schedule. The key is agility and clear decision-making based on the new reality.

How can we ensure team members embrace constraints rather than seeing them as negatives?

Frame constraints as guardrails for success rather than limitations. Explain how they help focus effort, reduce stress from endless options, and ensure a higher probability of on-time, on-budget delivery. Involve the team in defining and understanding these constraints, fostering a sense of shared ownership in working within them.

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Issue 030Field NoteGovernanceRef 112

Why the best ecommerce projects start with constraints

Defining clear operational boundaries and technical limitations at the outset of an ecommerce project is not a limitation, but a necessary foundation for success. Constraints drive focused decisions and prevent scope creep.

Ian Gordon· Business Development Director

6 Dec 20245 min readReviewed December 2024

"Constraints are not limitations; they are the essential framework that directs design, prioritisation, and ultimately, project success."

Written by

Ian Gordon

Business Development Director

31 years at iWeb

LinkedIn →Speak with Ian about your brief →

Ian co-founded iWeb and leads commercial strategy across enterprise commerce programmes. He writes the notes on rescue engagements, procurement failure, platform selection politics, and the point where a transformation programme becomes an operating-model problem instead of a technology one. Focused on commercial clarity, realistic delivery economics, and the gap between what procurement asks for and what the business actually needs.

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