Home > News & Events > Key Learning #2: Manage project scope – understand it, specify it, communicate it and pay attention to scope change and creep

Key Learning #2: Manage project scope – understand it, specify it, communicate it and pay attention to scope change and creep

One of the earliest activities undertaken by a Project Manager is the confirmation of project scope. A clear identification and sign-off on project scope sets the boundaries and the path the project will follow.

Tuesday 3 March 2015


The scope guides planning and determines what's in and what's out.  Without this clarity requirements will continually change causing headaches for all concerned, confusion and a blow-out in scheduling and cost.

Many projects are hampered by stakeholders who want to be heard and ensure their needs are met (for whatever reason, be that genuinely wanting the project to succeed are otherwise).  Often this creates friction between project teams and stakeholders.

In my experience I have found that key stakeholders who are involved in defining the scope are more supportive and accepting of the project's direction and activities.  This also helps when negotiating with a stakeholder for the release of people to work on a project.

Scope creep can be a thorn in every Project Manager's side. In many respects this is unavoidable, particularly where projects go through a discovery phase.  As challenging as it is, that's the reality of project management and the only way to minimise scope creep is to make the effort early on to involve and consult.

I have also had the experience of working on projects which are well underway and still have no clear scope of work.  It's a little like getting into a boxing ring and your opponent is a Transformer which can morph into all sorts of fighting machines.  You really don't know what you've stepped into, you get smashed around the ring and hope the fight ends soon. Too often this results in wasted time and effort.

I appreciate that sometimes there is a drive to get projects happening and to be making progress, however time and money can be saved by ensuring clear and agreed scoping documentation exists before significant activity commences. 

If the right people are asked the right questions at the right time, then requirements can be clearly defined, communicated and understood by the project team and all concerned resulting in better planning, resourcing and baseline from which to work.

 


< Back to News & Events

Contact Us Now

Intelligent Performance

P

(07) 3272 4922

F

(07) 3272 4955

E

Contact Us Now!

Send To A Friend

Use the link below to send this page to a friend!

Send Now!

Newsletter Signup

Sign up for our free monthly newsletter!

Sign Up

Free Resources

Register now to gain access to a range of free resources to help you as an individual, your team, or even your organisation!

Register Now!

Testimonials

“The attendees at the presentation found it to be right on point...” read more...

Peter Ellender, CEO, Carter Newell Lawyers


“I recommend considering Mark to help you grow your own capability or the capability of the people in your business...” read more...

Craig MacDonald, Suncorp


“Mark was very in tune with the best approach to suit the culture of the organisation...” read more...

Craig Miles, Arcology


“Our results were outstanding and had a direct relationship to the On-line Services Strategic Roadmap that was delivered...” read more...

Todd Hunt, Main Roads


“Mark is an excellent facilitator and business coach...” read more...

Gerard Reiter, Powerlink


Read More Testimonials