In this first part of a three-part series, the author focuses on overcoming time (scheduling) constraints.
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In this second of a three-part series, the author discusses the use and management of cost contingency.
In this conclusion of a three-part series, the author posits that contingency planning is essential for establishing attainable and manageable schedule and cost targets. However, contingency can be applied to resources and work scope, as well.
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.
It pays to understand and manage the expectations of sponsors and stakeholders. As expectations are reviewed and nominated to become requirements, the use of a "parking lot" list will help ease the stress for some unmet expectations, and change management will further help ensure that expectations are met when the project draws to a close. Park your eyes here to find out more.
When is a requirement acceptable, and when is it not acceptable?
Changing the plan? Then plan the change! Change management is not about minimizing impact on the project team; it’s about maximizing benefits to the organization.
The practices presented in this article--to build a requirements tree, create and use a requirements traceability matrix, and manage to requirements baselines--will make a significant difference in an organization’s success rate and promote improved partnership and standing within the enterprise.
Most scope management frameworks are designed around the definition of a finite scope based on limited knowledge and advocating tight controls to manage change. The challenge is how to weave change and scope recalibration rules into the fabric of the project. Here are eight strategies you might find useful in meeting the challenge.
Scope management helps us get something done in a rapid timeframe, but it doesn't invoke the same set of excitement with business users.