Every project manager is familiar with the project management triangle, comprised of scope, time and cost. Quality, resources and risk are additional factors that must be accounted for to achieve project success. The focus here is to understand how these constraints are still relevant in the age of agile.
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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?
Projects with many influential stakeholders face difficulty in arriving at an agreed-upon scope. And even after this agreement, complex project requirements may fluctuate from relatively stable to uncertain. The author shares insights into effective scope management and the role of governance boards.
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.
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?
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...
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...
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.
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.
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?