...SCOPE CREEP BY DOMINIC THOMPSON Scope Creep is the tendency for a project scope to grow continually (Schwalbe, 2012). It can also be considered as an aspect of change control that focuses on the insidious growth in the scale of a system during life cycle of a project (Coloy Consulting, n. d.). A further definition infers Scope Creep as uncontrolled changes or continuous growth in the scope of a project (Wikipedia, n. d.). Many proponents believe that Scope Creep is a result of poor requirement elicitation and evolving requirements may proliferate into Scope Creep. Scope Creep has the tendency of resulting in poor change control, cost overrun, poor communication, poor requirement allocation, weak management, and over-lack of project versatility (Dominic, 2014; Wikipedia, n. d.). Case I once worked on a bespoke ERP-Like application for a company that specializes in selling GSM electronic PINS to retailers. They were selling PINS of all the major telecom service providers in my country. They had a customer base of more than 300 retailers with average daily sales of $45,000. The entire system was manually driven, and all records were documented on a notebook. We were invited to evaluate the organization’s business process and automate the sales process. The initial scope of the project was to create a distributed application that automates the sales process. It was basically a simple ordering system that works within the company. Based on the challenges we encountered, we decided...
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...and Project Management Module 1: IT Systems Planning and Acquisition Case Assignment May 2014 Term May 25, 2014 Assignment: Prepare a 4-6 page paper addressing the following issue: “Review the Challenges in IT System Planning and Discuss in Detail the Problem of Scope Creep” Review the Challenges in IT System Planning and Discuss in Detail the Problem of Scope Creep The overall goal of any project manager is to successfully deliver the project they are overseeing to the customer on time and within the budget that was allotted. This is a lofty goal when you consider that an overwhelming majority of projects do not meet this criteria. To put a figure to that, Claudia Vandermitt in her 2011 article on Managing Scope Creep makes a note to mention that only 32% of all projects were successful in completing on time and on budget. That is quite a shocking percentage, but when you think about how fast IT technology is advancing and creating solutions that encompass the whole enterprise then you can start to get a better picture of the internal and external factors that a project manager needs to plan for to make things not spiral out of control. This is what is going to set the backdrop of this assignment and here I will expand upon and analyze these concepts. For this assignment I’ll start out by discussing the challenges faced in IT systems planning and things the project manager will need to do initially to ensure they have a firm grasp of the project’s scope. Then...
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...Project scope defines the objective associated with project completion with possible resources and requirements. Project scope creep is known as deviation from the planned scope due to unavoidable circumstances/forces. These mainly causes due to change in selected/required technology, modification in applicable rules, increase in knowledge base of the project (Meredith & Mante, 2009). Project Manager (PM) must maintain a consistent focus on the scope of the project along with all the factors affecting positively or negatively on the performance/growth of the project. Project scope should be controlled throughout the project life cycle. Factor indicating the sneak from the scope should be immediate highlighted and appropriate action to obtain the desired / planned outcomes of the project should be triggered if deviation exceed acceptable limit. Delay in recognition of scope creeping factors would change the outcomes at the completion of the project or even can cause stoppage or cancelling of the project. Furthermore, if project faces unavoidable circumstances that make some amendments in project scope inevitable for the continuity of project, then PM must take stakeholders in confidence and properly communicate the unavoidable forces with their affect on project along with proposed changes in scope of the project (Project Smart, 2013). Project manager is responsible for successful completion of the project according to the plan, with allowed resources and within given time....
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...Question 25: “What is a project’s scope?” Project scope is the first step of the process definition process and it sets the stage for developing a project plan. According to Gray and Larson (2008) “project scope is a definition of the end result or mission of the project which primarily purpose is to define the deliverable to the end user and to focus project plans.” Scope refers to all the work and processes involved in the creation of the project. And provides a view of what is expected to be delivered with the project. The experience of many project managers and researchers has demonstrated that a poor defined project scope represents an obstacle for the project success and it represent approximately 50% of the planning problems. (Gray & Larson, 2008) The scope of a project is the process of subdividing major deliverables manageable components of the project and helps improving the accuracy of estimates of cost and time. Also defines a baseline for measurement and control of the project. And provide a better allocation of roles and responsibilities. This means that the scope is the definition of the steps and guidelines to follow into the project and it is in order to satisfy all requirements in the project The project scope definition is a document to be prepared and published to be used by the project owner and participants to track project progress and determine success. (Gray & Larson, 2008) Project Scope Management Project scope management “include the processes...
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...staying autonomous from corporate. By allowing this to happen it became a concern because each company had its own way of handling raw material procurement and inventory control (Kerzner, 2013, p. 1094). In turn, causing great confusion at corporate due to all purchase request over a set amount had to go through them for approval. This is where Janet comes in. Janet is a Director of Information Technology at Kemko and has over thirty years of experience in “IT”. In addition, great knowledge of how scope creep can be detrimental to a project. Due to concern of a very important project, senior management put Janet in charge to oversee this project personally. Corporate was afraid that, unless it established a standardized procurement and inventory control system across all of the plants, cash flow problems and loss of corporate control over inventory could take its toll in the near future (Kerzner, 2013, p. 1094). Janet set up an initial kickoff date for the project. In addition to the mandatory presence of all of her team members, she also demanded that each manufacturing plant assign at least one representative must be in attendance as well at the kickoff meeting (Kerzner, 2013, p. 1095). Janet’s lecture to the representatives in this meeting were correct. She put her foot down without caring if she made people mad or not. This is a good thing because without each plant representative taking responsibility for their own detailed requirement...
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...Survey on Project Management Practices in Abu Dhabi Region Project Management Club, College of Business Administration, Abu Dhabi University Research Survey The objective of this study is to promote knowledge sharing and learning from each other for the best project management practices. We need expert’s opinions in order to transfer the knowledge and accelerate diffusion process in the Abu Dhabi region. We will survey your perception of PM practices in terms of use and potential impact of existing knowledge to develop an operational model to assess the project management practices. We will compare your current practices with project-management maturity model developed by the International Project Management Association (IPMA). We enclose a survey instrument that need to be completed by project managers, senior managers, or senior project team members who have the direct experience of managing or participating in large complex projects. You may respond to the questionnaire based on your experience in ONE of your recent projects as a reference case. Your response is vitally important for us to successfully complete this study. We are particularly interested to find out in which aspects that Abu Dhabi region project-based companies are ahead or lagging behind the world-class standards and practices. Your inputs will be treated with high confidentiality if required. We are grateful for your participation and assistance in this survey. Please indicate if you wish to receive a copy...
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...INSTRUCTOR’S RESOURCE MANUAL CHAPTER FIVE Scope Management To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER FIVE PROJECT PROFILE — Airbus A380: Plane of the Future or Enormous White Elephant? Introduction 5.1 CONCEPTUAL DEVELOPMENT The Statement of Work 5.2 THE SCOPE STATEMENT The Work Breakdown Structure Purpose of the Work Breakdown Structure The Organization Breakdown Structure The Responsibility Assignment Matrix 5.3 WORK AUTHORIZATION 5.4 SCOPE REPORTING Project Management Research in Brief: IT Project Failure – Burying Our Heads in the Sand 5.5 CONTROL SYSTEMS Configuration Management 5.6 PROJECT CLOSEOUT Summary Key Terms Discussion Questions Problems Case Study 5.1: Calcutta’s Metro Case Study 5.2: Project Management at Dotcom.com Cas Study 5.3: Runaway Scope – The Bradley Fighting Vehicle Internet Exercises MSProject Exercises Integrated Project – Developing the Work Breakdown Structure Bibliography TRANSPARENCIES 5.1 ELEMENTS IN PROJECT SCOPE MANAGEMENT 1. Conceptual Development - Problem statement - Information gathering - Constraints - Alternative analysis - Project objectives - Statement of Work (SOW) 2. Scope Statement - Goal criteria - Management plan - Work Breakdown Structure (WBS) - Scope baseline - Responsibility Assignment Matrix (RAM) 3. Work Authorization - Contractual...
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...gather ideas into related groups, create the affinity diagram. Refer to page 142 for an example. Brainstorming - In a brainstorming session all participants spout out ideas which are written down without judgement. Cause and effect diagram - Also known as Ishikawa diagram or fishbone diagram. It shows the relationships between causes and problems. Critical path chart - A chart of critical tasks in a project. If any task in the critical path is delayed, the entire project will be delayed. Firewall - Firewalls filter traffic to ensure that unwanted traffic does not reach vulnerable systems. Firewall appliance - A self-contained firewall solution. It includes hardware and software to provide security protection for a network. Firewall policy - A document that identifies what traffic to allow or block. A firewall policy is often used to implement rules on the firewall. Gantt chart - A bar chart used to show a project schedule. Gantt charts are commonly used in project management. Gantt charts can be used in risk management plans. Milestone - A scheduled event for a project. It indicates the completion of a major task or group of tasks. Milestones are used to track a project’s progress. Milestone plan chart - A graphical representation of major milestones. It shows the time relationship of milestones to each other. It also shows dependencies, if any. Plan of action and milestones (POAM) - A document used to track activities in a risk management plan. A POAM assigns...
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...ideas, gather ideas into related groups, create the affinity diagram. Refer to page 142 for an example. Brainstorming - In a brainstorming session all participants spout out ideas which are written down without judgement. Cause and effect diagram - Also known as Ishikawa diagram or fishbone diagram. It shows the relationships between causes and problems. Critical path chart - A chart of critical tasks in a project. If any task in the critical path is delayed, the entire project will be delayed. Firewall - Firewalls filter traffic to ensure that unwanted traffic does not reach vulnerable systems. Firewall appliance - A self-contained firewall solution. It includes hardware and software to provide security protection for a network. Firewall policy - A document that identifies what traffic to allow or block. A firewall policy is often used to implement rules on the firewall. Gantt chart - A bar chart used to show a project schedule. Gantt charts are commonly used in project management. Gantt charts can be used in risk management plans. Milestone - A scheduled event for a project. It indicates the completion of a major task or group of tasks. Milestones are used to track a project’s progress. Milestone plan chart - A graphical representation of major milestones. It shows the time relationship of milestones to each other. It also shows dependencies, if any. Plan of action and milestones (POAM) - A document used to track activities in a risk management plan. A POAM assigns responsibility...
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...MBA/MIS 683 Project Management Case analysis #1 1. Read the “Denver International Airport” case in Project Management Case Studies (pages 539-582). Please answer, in writing, the following questions: Part A: 1) Was the decision to build a new airport at Denver strategically a sound decision? No, building a new airport at Denver was not a strategically sound decision. In reviewing the preliminary evaluations and reasons given for building the airport, strategically the city of Denver was looking to improve facilities in order to reduce costs, enhance service, and increase income. The project was implemented and pushed by pride and the desire of city leadership (politicians) to build a “thing of beauty” to represent the city and their accomplishments. From the defining the project and planning stage it became obvious that customers were not wanting to go forward fearing increased costs (United, Continental, even the cargo customers). Construction started (grading and preparing the site and infrastructure) in 1989 before bids were even obtained for the main parts of the project – the construction of improvements. The project was pushed forward even though the customers were not consulted, customers were not buying-in, specifications not finalized and the project estimates were just top-down rough estimates (time, cost, requirements). From the beginning it seems the project was not strategically aligned with Denver strategy, goals and needs. ...
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...the company to be a successful and profitable industry leader. Situation Analysis Issue and Opportunity Identification Harrison-Keyes is a global print publisher that is facing challenging issues. Harrison-Keyes anticipates launching a strategy that will revitalize the company and make them a leader in the industry. Meg McGill was hired by Harrison Keyes to initiate the revitalization process because of Meg McGill knowledge of the technologically advanced industry. Meg McGill began the first phase of her e-publishing strategy. In the course of the implementation strategy Meg ran into numerous issues. The implementation process lacked defined scope. “Project scope is the definition of the end result or mission of your project—a product or service for your client/customer” (Gray and Larson, 2006, p.4). The outsourcing segment of the strategy Meg McGill faced many issues. Asia Digital was chosen as the outsourcing company for the e-publishing strategy. Asia Digital is currently out of business due severe flooding. Meg McGill has resigned from Harrison-Keyes. William Guardo is the new CEO for Harrison-Keyes. William Guardo gives...
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...|Cloud Computing | Corporate Memo To, The Executive Committee Sub: Cloud Computing Arrival The cloud is here, but better exploitation of cloud computing will require improving IT cost transparency management practices to prevent overspending on IT, manage decentralized IT spending, and enable sustainable shared IT service organizations. There is considerable ambiguity in many enterprises about how to financially approach the cloud at the highest levels within IT and in corporate finance. In its various forms, cloud computing has the potential to radically change the way IT organizations budget, fund, charge back and manage IT spending and staff. From an economic perspective, cloud computing is a direct response to an IT marketplace that is addicted to "speed and quality" in enterprises that need a shift in focus to "cost and business value." Because the expectations of IT services have not been managed well throughout the years, there is now a gap between internal client expectations for service levels and the ability of enterprises to pay for this level of service. For 2011, the worldwide market forecast for public cloud is estimated at $89 billion, with a five-year compound annual growth rate (CAGR) of 19%. Compared to the forecast for all IT marketplaces in 2011 of $2.6 trillion, cloud represents only 3.5% of the IT marketplace...
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...This first week, I have been requested – as a successful Project Manager of a blossoming software development company - to provide advice to Julianne, a newly appointed Project Manager on her first project. My advice, based on my theoretical knowledge and long years’ experience, focused on how to organize people and resources, ensure that all aspects of the project scope statement (PSS) are covered and effectively communicate with her team members. “Scope, time and cost make the heart of the project.” These three parameters comprise a triangle, so called triple constraint, and none of these elements can be changed without having an impact at least one of the other two sides (Sanghera, 2010. p. 346). Organizing and managing people and resources are a very challenging job, and according to Kor and Wijnen (2007, p. 157) there are five management criteria that can assist the project manager to determine the priority of the project goals and by this way to better organize people and resources. These five management constraints are the following: tempo, feasibility, efficiency, flexibility and goal orientation. From my latest election experience in late 2009 when I worked in Kosovo as an international consultant/advisor in the counting and result centre (the place where all election materials arrive and where votes are recounted – if needed – and results are tabulated) we faced several difficulties regarding efficiency, flexibility and tempo. Now, looking back to those long months...
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...|Scope problem triggers |Possible consequences | |Lack of clarification of scope |Client’s expectations may not be met due to lack of clarification. Will be difficult to manage if no clearly | | |defined project plan | |Poorly worded documentation |Shows lack of professionalism. Could confuse the client | |No checks and balances |No way of managing quality. Potential to not deliver on time and within budget | |Omitting special instructions and |Project may not achieve the client’s desired outcomes. Project may not be compliant with industry standards | |or/standards | | |Poorly written technical specifications |Project team may have difficulty following technical instructions. Failure to deliver | |Ambiguity of terms and/or conditions |Can lead to misinterpretation/ miscommunication by the client. Project team may have trouble following and | | |implementing scope document...
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...HR Integration Project Brandi L. King BSA/375 Prof C. Randall Shirley May 27, 2015 HR Integration Project HR undertakings are often some of the more tedious. There are a number of aspects of them we are to handle with the upmost precision. If one aspect is bad, then the client (in this case Riordan Manufacturing) could have a number of bad clients on their phones. Which means we would have negative feedback as well. Therefore, it is in no way good business. Stakeholders The stakeholders in this project are many. The obvious individuals are the ones doing the work (us), the company having the work done (Riordan Manufacturing), and the individuals that hold stock in either of those companies. The often over looked stakeholders involved, are the customers of both companies. While the customers of our company are not as big of stakeholders as those of Riordan Manufacturing, they are still quite important. Information Gathering and System Analysis Information gathering is paramount when it comes to adjusting or changing systems. The same can be said for the system analysis. Without knowing what the current system is, and how it works, we cannot equip ourselves, or the company to improve it. It is important to note that there will be many differing types of information pushed your way during this time. One of the most important, and at the same time one of the most subjective, is that of the stakeholder perspective. This has to deal with current client, potential...
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