Constructing Scope Definition

M.K .Ramesh, BE (Civil Engineering), MBA, PMP, has over 30 years of experience in managing the construction of sub-stations and transmission lines for organizations operating in India’s energy sector. He has managed projects of various capacities, which also include experience in consultancy project work in the Middle East and Africa. He is a member of PMI Mumbai Chapter.

As we know from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), a project is a temporary endeavor undertaken to create a unique product, service or result. All projects in the construction arena are not identical; all are conceived to create a unique outcome.

As explained by Dr. David Hillson in his book Managing Risk in Projects, projects don’t primarily fail due to a lack of project management theory, tools and techniques or trained people. 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.

Uncertainty is defined as “the difference between the amount of information required to perform the task and the amount of information already possessed by the organization” (Galbraith, 1977). Assumptions and constraints are part of the project charter. They may turn out to be wrong, and it is likely that some will remain hidden or undisclosed and are a source of uncertainties in most projects. One of the reasons uncertainties result in risk factors (and subsequent claims) is due to ambiguity in the scope of work (the technical requirement) with reference to project need. Effective scope identification and documentation is the prime requirement for successful project implementation.

With certain assumptions and …

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