Project Management

Conversations in Scope Management


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Enrique Aparicio · Jul 16, 2019
Replies: 26 26 Votes: 1 1
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Edward Calllaghan
Oct 24, 2023
Edward Calllaghan replied Oct 24, 2023
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Top Influencers

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Grant Hawksworth General Manager Public Sector Australia| Dimension Data Australia
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Sean Whitaker Project Management Consultant| Crystal Consulting Christchurch, New Zealand
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Mark Zessin President and Owner| ZCS Management Services, Inc Porter, Tx, USA
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Joy Beatty Vice President of Operations| ArgonDigital (formerly Seilevel) Austin, Tx, USA
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John Ayers Author, writer and consultant| Self Employed Lakeville, Ma, USA
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Tolitha Lewis Sr. Project Manager| Eli Lilly & Company Fishers, In, USA
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Luis Alberto Caceres Villota Top project management influencer, accredited Change Management trainer| Improving Performance Academy Ltd Sao Paulo, Sp, Brazil
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Lavagnon Ika Professor of Project Management| University of Ottawa Ottawa, Ontario, Canada
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Barbara Karten Clinton, Ma, USA
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Kimberly Johnson Principal| KAJ Consulting Inc. Scandia, Mn, USA

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On-demand Webinars

Entre un biais pour l’espoir et un biais pour le désespoir : une lecture comportementale de la performance des projets

by Lavagnon Ika 
November 08, 2023 | 61:20 | Views: 4,339 | PDUs: 1.00 | Rating: 4.64 / 5

La performance des grands projets défraie souvent la chronique le plus souvent à cause des dépassements de coût et des retombées en deçà des attentes. En effet, les projets ont tendance à avoir un « comportement » compliqué voire « une vie » difficile. Dans une perspective de systèmes complexes, le comportement d'un projet est l'étude de la manière dont les projets prennent des tournures différentes et complexes entre leur lancement et leur exécution, ou connaissent des déviations systématiques par rapport au plan. Cet exposé met en scène deux personnages clés du récit du comportement des projets. Les Pollyanna ont un penchant pour l'espoir et considèrent que les projets peuvent, contre toute attente, réussir malgré les défis auxquels ils sont confrontés. Ils associent la dérive des projets à des erreurs de gestion plutôt honnêtes, mettent de l’avant « l’erreur » comme la source du mal c’est-à-dire des facteurs tels que les changements à l’envergure, la complexité et l'incertitude. Pour contrer l’erreur, ces sur-optimistes se tournent vers les « best practices » ou les bonnes pratiques de gestion. Les Cassandre ont plutôt un penchant pour le désespoir et avancent que les projets sont voués à la contreperformance. Ils lient la dérive des projets à une distorsion systématique de la pensée logique, pointent du doigt « le biais » comme la source du mal, notamment le sur-optimisme et le mensonge stratégique. Pour en finir avec ce trouble du comportement, ces sur-pessimistes recommandent de « débiaiser » les prévisions des projets. Qui a raison ? Qui a tort ? Dans cet exposé, nous nous basons sur des études de cas de projets pour dépeindre leur performance à travers ces deux lectures comportementales.

Closing the Charter Gap

by Mark Zessin
September 14, 2022 | 59:48 | Views: 17,920 | PDUs: 1.00 | Rating: 4.63 / 5

As certified PMPs, one of our hallmarks is to be able to control scope, manage the schedule, and deliver project requirements on budget. But it is far too often that, although a project is successful in meeting scope, its projected benefits are lacking. The gap between charter and scope can result in significant unforeseen covert constraints to project impact. This leads to a variety of impact issues, ranging from the need for additional sub projects, funding, and configuration change to project management creditability and stakeholder management drama. Closing the Charter Gap is the validation of requirements against benefits and the business case to ensure that the end-product will deliver the financial, service, and cultural result it was envisioned to achieve.

See all Scope Management On-demand webinars

Save Time With Tools + Templates

Project Purpose Communication Template

PREMIUM deliverable
by Andy Jordan

This template provides a framework to communicate your project's purpose (with some supporting information) to the project team. It should be completed as soon as the project is approved and should be led by the sponsor. It will require input from multiple stakeholders (including the project manager), and should be walked through with the team as part of project initiation.

Project Charter Amendment

PREMIUM deliverable
by Caleb Melton

A project charter amendment is useful for project managers looking to control the versioning of project charters throughout the change control process. This template can be used as an output of the governance process, in which scope changes and their impacts on budget, milestones, resources and associated risks are reviewed and approved by executive sponsors.

Final Project Performance Report

PREMIUM deliverable
by Sandra Li

The Final Project Performance Report is developed in the closing process. It documents final project performance as compared to the project objectives. The objectives from the project charter are reviewed, and evidence of meeting them is documented. Use this form to document your progress.

Overview of the Project Management Process

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by John Galyon

While actively participating in mentorship during a project with a local design/build firm, this practitioner compiled an overview of the project management process as detailed in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Use this overview with other project managers as a tool to reference in your day-to-day PM activities (as well as share with new project managers).

Project Definition Checklist

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This checklist is designed to help you ask and answer the tough questions about what defines your project and its mission. Before you start any work, take a quick look to make sure you haven't forgotten something important. (Hint: This document is excellent material for putting together your project plan!)

Learn From Others

Auditing Projects Through Process Groups

by Faizy S. Mansoury, PMP®, CISA, CPA, MA. M&E, Bacc. BAF

The project audit gives stakeholders confidence that governance is working, and that the project is being managed properly and producing its intended objectives. In this article, an auditor for the Office of the Controller and Auditor General of Tanzania shares the importance of utilizing the process groups from the PMBOK® Guide in his work.

How to Conduct Successful Project Discovery Sessions

by Shamli Nikam

One of the most valuable things to do after project closing is conduct a lessons-learned session. But for that to be successful, you must involve all of the key players early on—and keep them involved throughout project execution. And that brings us to the discovery session.

The Triple Constraint, 2022 Style

by Andy Jordan

The growth of agile and the increasing pace of all forms of project delivery have meant that the triple constraint is no longer the thing we all have to tattoo on our brains. But it is still important, and it is still heavily misunderstood. If it’s not helping, then it needs to adapt—and a new variable can help.

Don’t Replace the Triple Constraint!

by Andy Jordan

Organizations are recognizing that they need to go beyond the traditional metrics of scope, schedule and budget to determine project success—but those metrics still matter as indicators of how effective and efficient a company’s planning approach is.

How To Use Measurement Throughout the Project Lifecycle

by Bruce Harpham

Measurement has always been an essential part of project management success. The discipline has recently achieved even greater prominence as a project performance domain. Use these tips to refresh your measurement skills and increase performance.

Are You Effectively Measuring the Right Success Metrics?

by Michael Wood

As we move away from our focus on knowledge areas, what metrics is your organization using to monitor some of the new performance domains in the latest edition of the PMBOK® Guide? Here are some ways we can measure success.

Project Scope Creep: How To Take Control and Get Back on Track

by Karine O'Donnell

Scope creep is one of the greatest challenges you’ll face in delivering a successful project. In this article, we look at what scope creep is, why it happens, how to get a project that’s experiencing scope creep back on track, and how to prevent scope creep in the first place.

Back to PM Basics (Part 5): All Project Plans Aren't the Same

by Bruce Garrod

Too often, organizations start project work instead of developing a plan. This has to stop! Kicking off a project can be an overwhelming feeling for individuals new to project management (and for a lot of us experienced PMs, too). Keep these tips on planning and scope in mind to help ease your stress.

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