Research Project On Scope Creep

As most projects are required to meet deadlines with resource restrains, managing the scope creep through careful planning and control is an essential ability to every project manager. There are a number of causes for scope creep in projects, and these will be addressed in the next chapters as well as a few solutions to prevent further damage to the project.

Scope creep can be avoided if the scope is built correctly with help from the entire team. If I as a project manager not define with clarity what is going to be included, the project scope will change again and again, affecting both, the duration and the cost of the project. The triple constrain concept here is key, given the fact that time and cost will be affected. The best strategy to avoid scope creep is develop and use a correct scope management plan.

This is confirmed by Horn (2012:406) that ‘when you consider that only about a quarter of projects complete on time and budget’. Early contingencies planning for the effects of scope creep should be interlaid within the RiBS to manage any financial allowance for such eventuality and to communicate the changes across the project and organisation.

There will generally be a deadline that must be adhered to and there needs to be a clear understanding of the scope of works, any required resources and the process to be followed to completion.

Establishing the project scope at the beginning can minimize the chance for changes in the scope or scope creep that usually will require additional time, effort, and money to complete. Many times change is scope is not intended but happens when the initial scope was not thoroughly established and planned out. Scope creep can be a determining factor in the successful implementation of a project.

This first portion of the process is a standard, lackluster formality. When a task is to be completed, the parameters must be set. While some of the parameters are extremely basic, such as who will be involved, others provide significant importance, such as what the scope will be. One of the more important parameters

* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control

* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control

Because Agile is flexible and subject to change, the method is prone to scope creep also known as feature creep. Scope creep happens when additional features are constantly added to the project requirements. This can lead to the project becoming so large and complex that it cannot be completed with the talent, time, or budget that the project has been allocated. Even if completed, the additional features may not provide significant value, add complexity, and may hamper the end user’s ability to effectively use the system.

* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control

2b. Using the creeping requirements as an excuse seems to be a mistake as it implies project mismanagement. If the project had been properly monitored scope creep could have been detected early and managed.

This risk involves the scope of the project becoming larger over time. This is especially a threat in change management situations. After a period of time when many people interfere, the scope of the report change has widened so broadly as to require things like a clip art image of a giraffe on the fourth page and a coffee stain on the back. In order to avoid scope creep in change management, it is vital that the scope of the change be explicitly stated and communicated to all whom the change affects.

Defining the project scope sets the stage for developing a plan and its primary purpose is to define as clearly as possible the deliverables and to focus project plans (Gray & Larson, 2006). The team has

Uncontrolled scope changes are known as scope creep, which mostly occurs during project execution, which often result in rework, cost overrun and failure to deliver projects on time (Jordan, 2010).

2.  Refer to the Bradley Fighting Vehicle case at the end of the chapter (Case Study 5.3).  When is “Scope creep” useful and when is it dangerous?  Under what circumstances might an organization refuse to freeze design specifications for valid reasons (e.g. Microsoft)?