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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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.
A factor that is often overlooked during a system implementation is change management. It is critical to develop a change management strategy at the beginning of the project to ensure usage and adoption of the system after deployment.
How a Walmart project manager reworked the project plan for a new supply-chain IT system after the Chilean earthquake.
Agile approaches are meant to maximize flexibility, while minimizing costly disruption to projects. In practice, they typically accomplish the former better than the latter. Here are six strategies to help teams manage interruptions and mid-sprint changes. Finding the right balance among them is the key to success.
This PM has lost track of how many times he has heard presentations or read articles on "project management culture." Enough, already! That’s not what organizations need!
Changes to scope are inevitable, but they aren’t created equal. Good scope changes occur as you discover requirements that serve project goals and align to product vision. Here are three tips for systematically managing product scope with an understanding of business, customer and technical value considerations.
Project teams will always feel pressure to reflect changes in stakeholders’ needs by expanding the scope of products being developed. Rather than resist these changes, anticipate and manage them. Here are three more tips for managing product scope changes, including visualization models and transparent decision-making.
Organizations are run by people, and those people have limits. When an organization pushes employees to exceed those limits, bad things happen. Problems sustaining project team performance and problems sustaining operational performance need to be addressed, and the PM has a role to play in both elements.
Every project experiences problems, but there are telltale symptoms that identify a project in need of the prioritization and discipline of a systemic rescue. Project managers who understand the sources of these potential problems have a much better chance to control and moderate their influences throughout the project lifecycle.