‘Scope Creep’ and Scope Change Control

Within every project, issues occur that require alterations in the schedule or scope of the project. The change management plan outlines the process in which these recommendations be submitted, evaluated, and approved or declined (Vaidyanathan, 2013). Appendix CC demonstrates the change request form that will be utilized by team members. These forms are assessed and reviewed by the change control board that will be further discussed in the project execution section.

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.

The purpose of the Project Scope Statement is to provide a baseline understanding of the scope of a project to include the project’s scope and deliverables, the work required to complete the deliverables, and ensure a common understanding of the project’s scope among all stakeholders.

The second project I chose as an example of scope creep was the Failure of the FBI’s Virtual Case File Project. The project was initiated in 2001 and was projected to take three years to complete but was cancelled in 2005 after having been in progress for 4 years and exceeded projected costs by 200 million dollars. The project consisted of three parts, the first two parts being roughly completed consisted of upgrading hardware

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.

The project scope management knowledge area is concerned with the work the project is required to do, and only the work required, and is managed by controlling what is and what is not included in the project (PMI 2013, p.105).

Allowing frequent changes in the project scope is dangerous and disastrous if it is not accepted by the stakeholders involved (Larson & Gray, 2011).

When a company defines the scope of projects, there are risks associated with the industry and the project. Upstream projects are becoming more profitable and more profound in size and complexity. Many companies do not possess the experience to tackle complex projects, so they adapt

Scoping the project is so critical. Having a well define scope the project is better suited to be completed on time and within budget. A defined scope also allows for the project manager to handle scope creep while the project moves forward. This is critical because scope creep brings delays and cost to a project. The scope also assures that the cost of the project is well understood from

This scope of this project will consist of expanding the network because of the recent merger. We will expand the present network of 25 users to 65 users, in addition to incorporating the latest technology. The project will be completed in sixty calendar days or by 31 December 2015. For this project we have a budget of $100,000 so controlling the scope of the project is important. Control scope is there to ensure that it is only the work identified as being ‘in scope’ that is delivered, and in this way scope creep is avoided. The budget can tend to grow if scope creep is allowed. Scoop creep usually occurs when new features are added to product designs that have already been approved, without providing equivalent increases in budget, time and/or resources. Other causes of scope creep are poor requirements analysis. Sometimes the customers doesn 't always know what they want and can only provide a vague idea. Another area is not involving the users early enough. Thinking you know what the users want or need can be a mistake. It is important to involve them in both the requirements analysis and design phases. The last area we will explore is lack of change control. You can expect there to be a degree of scope creep in most projects, therefore it is important to design a process to manage these changes. A simple process of document, consider, approve and resource can be implemented. Now that we have explored the scope of this project along with analyzing how to

[OUTLINE THE PROJECT TEAM’S AGREED UPON CHANGE REQUEST (CR) PROCESS FLOW. THE FOLLOWING OUTLINES A GENERIC CHANGE REQUEST PROCESS FLOW.]

Discuss and prepare a change management plan – The project management discusses the scope changes of the

– is an estimate of the value of the physical work actually completed. – It is based on the original planned costs for the activity

As an IT and Business Process Consultant, my clients hire me to help them implement different types of projects according to their needs. Some of these projects may be developing and implementing new systems, which are long-term projects, costly and critical for the organization. As a project manager, I am responsible for delivery of the assigned project on schedule; we accomplish this using different project management and software development methodologies. Searching about new project management trends to improve my work, I looked at an