Scope control remains among the most challenging processes faced by project managers. It requires clarity of definition, precise boundaries, and a reliable change management process.
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Every project manager has faced scope creep but may not appreciate the importance of project documentation. SCARs, an acronym for scope creep and action reports, reminds us that they are to be created and updated throughout the project and will prove to be valuable assets en route to continuous process improvement.
It is a VUCA world—volatile, uncertain, complex and ambiguous—and project management is no exception. In such situations, the final project may hardly resemble the original or initial plan. Welcome to scope creep! How can critical thinking help?
Scope Decomposition of Complex Programs: Key Methods to Define and Manage the Scope of Large-Scale Change Initiativesby
For complex programs to achieve their strategic goals, it is not only important to decompose their scope into controllable constituents, but also to stitch the pieces back again into a cohesive whole. Scope decomposition techniques—systems thinking, WBS, and progressive elaboration—help to effectively manage programs so that they meet their stated objectives.
Managing scope doesn’t always mean saying no. Project managers are so terrified of scope creep that too often the other extreme happens--scope freeze.
Having problems defining a product selection scope statement? Don't worry. Let us do the work in scoping out your vendor analysis effort. The key to building consensus and a strong scope statement is visualizing the completed system.
Developing well-defined boundaries can help your project reach its desired destination
Project scopes are far less stable than they were in the past. The fluidity of modern business drives changes to what’s needed and what’s delivered. How do we manage scope in that environment?
Scope management helps us get something done in a rapid timeframe, but it doesn't invoke the same set of excitement with business users.
How do we ensure that we aren’t running around reprimanding team members and shouting “No!” to everything that comes out of the customer’s mouth? Here are three steps to set scope management in motion and ensure that it’s a positive for the project.