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On-demand Webinars

Acknowledge It to Manage It – 4 Steps to Recovery

by Anton Oosthuizen
August 10, 2017 | 65:18 | Views: 4,320 | PDUs: 1.00 | Rating: 5.50 / 7

When initiating a high profile project there is a very good chance that you will start on the back foot, already one week behind a schedule that still needs to be agreed. In this session, we use a very simple analogy to illustrate why you would not want to reach for the low hanging fruit immediately.

No Requirements, No Problem!

by Kevin Richardson
June 29, 2017 | 61:32 | Views: 4,692 | PDUs: 1.00 | Rating: 5.35 / 7

Kevin Richardson will walk through some common examples of two types of projects and how to wrestle them to the ground.

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Save Time With Tools + Templates

EVM Progress Tracker

deliverable
by Stefano Pittaluga

Is your project on time and within budget? This tracker will guide you through the Earned Value Method, giving a clear, step-by-step approach to help you answer that question.

Project Scope Statement Outline

PREMIUM deliverable
by Anatoly Savin, PMP, M.S.P.M., MCP

The Project Scope Statement documents the entire scope, including project and product scope. It describes the project’s deliverables in detail. It also provides a common understanding of the project scope among project stakeholders. Use this outline as a basis for your statement.

Project Charter Outline

deliverable
by Anatoly Savin, PMP, M.S.P.M., MCP

This sample Project Charter contains sections and instructions for: General Provisions; Normative References; Terms, Notations, Abbreviations; Project Purpose; Measurable Project Objectives and Related Success Criteria; High-Level Requirements; High-Level Project Description, Boundaries and Key Deliverables; Overall Project Risk; Summary Milestone Schedule; Preapproved Financial Resources; Key Stakeholder List; Project Approval Requirements; Project Exit Criteria; Project Manager; and Appendixes.

Flowchart: Change Request Process

PREMIUM presentation
by Baria Abu Ghoush

This single-page PDF flowchart depicts the process for facilitating communication about requested changes among the stakeholders of any project, providing a common process for resolving requested changes and reported problems, and reducing the uncertainty around the existence, state and outcome of a change that has been requested in a work product. Use it as a visual refresher or teaching tool.

Project Definition Checklist

checklist

This checklist is designed to help you ask and answer the tough questions about what defines your project and its mission. Before you start any work, take a quick look to make sure you haven't forgotten something important. (Hint: This document is excellent material for putting together your project plan!)

Learn From Others

Containing Volatility of Scope

by Suresh Randadath, PMP, TOGAF9

Not managing scope can seriously jeopardize a project, as the scope is the bedrock on which the product or solution is built. Understanding the various reasons for scope expansion in terms of customer- and vendor-induced expansions and how to define a good requirement are important building blocks.

Velocity vs. Quality: Tradeoff, Balance or Win-Win?

by Ramkumar Arumugam

Though there is lot of bias toward increasing velocity every iteration to release more features faster, if there is no attention to quality, the system will soon become fragile—and will not be able to house scope changes in the future. How do we balance these forces?

Scope Approvals Don't Have to Be Scary

by Reshmi Sujesh

In order to get additional scope, PMs need to go through an exception process for formal approval. You must prepare to present your case succinctly and answer the questions from the enterprise release board. Preparing answers to these 10 critical questions will help...

On-the-Fly Scope Management

by Sooriyakumar Sivakumaran

The speed of adoption with technology—specifically in the mobile and cloud environment—is so fast that it’s becoming more difficult to "freeze" the scope and ascertain what scope creep is and what a true change to scope is. This is a challenge the author has faced as a project manager with a cloud service provider...

3 Questions Every Sponsor Should Ask of Agile Project Teams

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

While there are many governance data points that can be gathered and analyzed to help make go/no-go decisions, there are three in this writer's experience that stand out as being the most important.

Advanced Project Management Pitfalls: Purpose, Not Process

by Sean Gwaltney

Our bias toward comfortable processes hides the root cause of failure. One of the root causes on experienced teams? The misalignment of purpose and process. Here, the author provides an easy-to-implement, purpose-driven organizational methodology that helps eliminate this risk.

Constructing Scope Definition

by Manavasi Ramesh

One of the major reasons for project failure is the occurrence of unforeseen events that disrupt the smooth running of the project and cause irrecoverable deviation from the plan. How can we help minimize the risk when it comes to scope definition in construction projects?

Project Estimations: Theory vs. Reality

by Wilson Ngan

Your cost, schedule and resource estimates need to be realistic. But for this practitioner, that wasn't always the case in an effort to garner sponsor and customer approval. What would you do in this situation?

The Funnel Problem

by Kenneth Darter, PMP

No matter where you work or what project you are assigned to, there is bound to be a funnel somewhere in the organizational hierarchy. How you work through and around that funnel may determine just how successful your project will be.

The Top 10 Reasons Projects Fail (Part 2) (Japanese Translation)

by Marc Lacroix

私たちは皆、一般にビジネス界の落とし穴を知っていて、避けなければならないことを理解していますが、最も明らかなトラップは、時には私たちが陥りやすいものです。特に、数多くの競合する優先事項を持つプロジェクトを管理し、 先行する道を離れてください。 この2部構成の記事シリーズは、プロジェクトが失敗する上位10の理由を特定し、共通のプロジェクト管理の落とし穴を回避する方法に焦点を当てています。


Ask a Question

Discussion Rules

Recent Questions

Topic Originator Last Post Votes Replies
Is the Iron Triangle still the only success criteria?  John Rice  Feb 19, 2018 5:14 PM  28 
Project SME's Draft  George Lewis  Feb 16, 2018 9:56 AM  29 
Is it possible to complete enterprise application implementation projects without any change request?  AYDIN SATICI  Feb 5, 2018 10:46 PM  13 
construction managers and project managers, would you share with me some rules or practices that you use on every project to keep it within scope?   Cody Havard  Jan 30, 2018 12:55 PM  11 
Need your help with the Capstone Research Project  Grigorii Kniazev  Jan 24, 2018 8:26 PM 
Sustainable Development  Maxim Chernetsov  Jan 16, 2018 7:57 AM 
Scope or change management?  Sonali Malu  Jan 11, 2018 5:19 PM  23 
About Project Scope Management  Carlos Ortiz  Jan 8, 2018 3:39 PM 
Project scope management  Carlos Ortiz  Jan 6, 2018 10:44 PM  11 
What techniques do you use to manage uncertainty and complexity in Artificial Intelligence IT projects?  Andrew Cripps  Dec 31, 2017 4:27 AM 
Implementaion of Earned Value Management  Abhishek Pandey  Dec 18, 2017 1:54 PM 
How to ensure project success by following Scope Management Processes?  Studio 7t7  Dec 12, 2017 3:04 AM 
During which project process do key stakeholders engage with the project for the first time?   Rudy Marognoli  Dec 11, 2017 12:40 PM  15 
Scope Creep & Gold plating Vs. Risk ?  Rand Mesmar  Dec 10, 2017 3:38 AM  18 
Change Management vs. Configuration Management  JOONMIN SUH  Nov 27, 2017 7:08 PM 
Fear of losing skills  Mirza Mohibulla Baig  Nov 27, 2017 3:53 AM  26 
Difference between task & activity  Michael Shanklin, MBA, PMP, PMI-ACP, PSM  Nov 17, 2017 9:33 AM  14 
What's the difference between Level of Effort (LOE) Discrete Effort and Apportioned Effort (AE)??  George Lewis  Nov 12, 2017 3:11 PM 
Estimating - I have a ton of connections  Ken Bradshaw  Nov 10, 2017 9:51 AM 
Hammock Activity   Rami Kaibni  Oct 31, 2017 5:40 PM  21 
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