Project Scope Management

According to the Project Management Institute (PMI, 2013), ‘scope creep’ is the incremental expansion of the project’s scope – e.g. through additional work requests - without the necessary readjustment of the other two elements: schedule and cost.

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Project scope defines the goals of the project and the budget of both time and money that has been allocated to achieve the objectives. For the best results to be achieved, both the definition and the allocated budget must be precise and detailed. A good process scope document will define specifically the tasks to be completed or the delivered results. The project scope is important because it will define the specific date for which the deliverables

The project scope statement is a key element in any new project. It is used to outline the results that the project will produce and the terms and conditions under which the work will be performed. Upper management, the requestor of the project and the project team need to all agree on the

This report will focus on the interrelationship between the three PMBOK knowledge areas of scope, procurement and quality management and the impact each had on the final project.

Project Management Institute. (2000). _A Guide to the Project Management Body of Knowledge (4th ed.)._

* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control

Work Breakdown Structure (WBS) is a tool that is used to define the work elements of a project and identify its entire scope. It is the map of the project which identifies all elements of the project and allows managers to keep track and control of it. It is made of a hierarchy which facilitates the evaluation of cost, time and performance at all levels of the project life-cycle and organization. The structure illustrates the smaller units and allows for adaptation and quick communication if there a problems which need to be addressed. Definitions of each task should be clear and avoid overlapping in

Defining the project scope sets the stage for developing a plan and its primary purpose is to define as clearly as possible the deliverables and to focus project plans (Gray & Larson, 2006). The team has

Question 1. What project selection method described in the chapter will ABI probably employ for this proposal? Answer According to the description, the project selection method is profitability of numeric model. We might see the points from the business strategy 1) Bid only on good margin products that have the potential for maintaining their margins over a long term. 2) Pursue only new products. 3) Utilize the most advanced technology in new projects. “ project champion” approach to innovation and creativity. no more than 480 employees. 4) Foster the

Project Scope – identifies goals, deliverables, tasks, costs, and deadlines. Project scope is part of project planning.

Of the many factors that can impact the performance of projects, the issue of scope creep is among the most insidious and difficult to stop once it begins. In an attempt to please as many stakeholders has possible, especially in enterprise software projects, project managers often will allow incremental additions to project plans and scope definitions (Sircar, Choi, 2009). As the scope of a project continually creeps wider, the project's plan and deliverable dates exponentially increase given dependencies on resources and previous tasks being completed (Zhu, Li, Wang, Chen, 2010). In addition to these time drains, scope creep will often cost the typical enterprise software project millions of dollars, lost credibility of the initiative within the broader enterprise, and paradoxically, lack of original project completion due to the project trying to increasingly be all things to all stakeholders (Zhu, Li, Wang, Chen, 2010). The hard reality is that scope creep, while well-intentioned at the time to placate stakeholders, often leads to cost and project overruns (Sircar, Choi, 2009). As Baker and Greer have stated in their best practices, there are specific strategies and approaches to minimizing scope creep and keeping project review cycles on track to fulfillment (Baker, Greer, 2011). The authors use a series of examples of how complex Enterprise Resource Planning (ERP) systems are to implement,

This essay will critically analyze the following statement: “The First step in making project management work must be a complete definition of the boundaries across which the project management must interact” (Kezner, 2009 p 381) by: detailing the importance of planning, the importance of defining boundaries, and

As the scope of work changes so does the cost. Stakeholders will inevitably cause the scope of a project to creep at times without acknowledging the cost that goes along with it. When reporting project cost, scheduling, and scope; project managers must avoid falling into the snare of dressing their report to gratify all users initially. According to Dorr, Johnston, and Clawson (2015) a project manager should concentrate on the intent of the report and its function and gain support in structuring the report from various divisions in the organization particularly upper management (Dorr et al,. 2015).

1. A Guide to the Project Management Body of Knowledge; PMBOK Guide. 2008 Fourth edition. United States of America. Project Management Institute, Inc.