Which are the competing constrains that project manager should address when tailoring a project?

Cost, scope, and schedule form the foundational triple constraint of project management. When tailoring a project, the project manager must explicitly balance these three interdependent factors because changing any one directly impacts the others - increasing scope without adjusting cost or schedule, for example, creates an imbalance that must be managed through deliberate trade-off decisions.

Sponsorship is a governance factor, not a competing project constraint - and while risk matters, it does not replace cost as one of the three primary constraints.

Sponsorship is not a recognized competing constraint in the triple constraint model; it should be replaced by cost, which is one of the three primary factors.

Resources, quality, and communication are important project management areas but are not the three primary competing constraints used as the basis for tailoring trade-off decisions.