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Preparing the Workforce to Help You Manage Scope
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
Even if you have a well-defined process to manage scope, it doesn’t necessarily end. The workforce doesn’t necessarily fall into lock step with the process. Workers must be prepared to help you manage scope.
Max is fed up with scope creep. He hates its insidious nature of growing quietly and with little control. Mostly, he hates how it continued to occur after he put into place an excellent change control process. He wants to make sure that it does not happen in his upcoming project, because he does not think his career--or his sanity--will be able to take it.
His organization is bad about letting scope creep during system improvement projects. The business representatives freely intimidate and hold their ground when they identify new features and functions during development. Development team leads usually just capitulate and accept the new development time. Max finds out about it too late and cannot undo the damage. The leaders tell him “the team lead told me it wasn’t that big a deal.”
Of course, later he hears: “Why did this build take so long and cost so much?”
Aligning the Workforce with the Scope Change Process
Max must make sure that workers at all levels are ready to identify, document and report potential changes to the original scope. In addition, he must make it clear that they do not …
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