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complete the additional work. When project scope increases after the project has started, it s called scope creep. Changing project scope midway through a
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Time, Cost, and Scope: Managing Project Constraints
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project is not necessarily a bad thing; for example, the environment in which your project deliverable will operate may have changed or you ve learned more about the nature of the work since beginning the project. Changing project scope is a bad thing only if the project manager doesn t recognize and plan for the new requirements that is, when other constraints (cost, time) are not correspondingly examined and, if necessary, adjusted. Your initial project plan has these time, cost, and scope constraints. You should adjust your plan if your project scope is increased. 3 ...Or increase project cost.
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Time
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2 ...And you may also have to increase your project duration...
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Scope 1 Increase the project scope... Time, cost, and scope are the three essential elements of any project. To succeed as a project manager, you should know how all three of these constraints apply to your projects and be able to communicate this to your stakeholders. Here is our final word about the project triangle model. Like all simple models of complex subjects, this model is a useful learning tool but not always a reflection of the real world. If real projects always performed as the project triangle suggests that they should, you might see projects delivered late but at the planned cost or with the expected scope; or projects might be completed on time and with the expected scope, but at higher cost. In other words, you d expect to see at least one element of the project triangle come in as planned. But the sad truth is that many projects, even with rigorous project management oversight, are delivered late, over budget, and with far less than expected scope of functionality. You ve probably participated in a few such projects yourself. Project management is a demanding field. Success in project management requires a rare mix of skills and knowledge about schedule practices and tools, as well as skill in the domain or industry in which a project is executed.
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Appendix A
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A Short Course in Project Management
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Managing Your Projects with Project
The best project management tool in the world can never replace your good judgment. However, the right tool can and should help you accomplish the following:
Track all the information you gather about the work, duration, and resource
requirements for your project.
Visualize your project plan in standard, well-defined formats. Schedule tasks and resources consistently and effectively. Exchange project information with stakeholders in a variety of ways. Communicate with resources and other stakeholders while leaving ultimate control
in the hands of the project manager. In the chapters of this book, you were introduced to the rich functionality of Project in a realistic context: managing a project from conception to completion. Not everything in this book might have applied to your needs, and you probably have needs that this book did not address. Yet, after completing this tutorial, you re off to a great start with Project.
Roadmap for Developing Your Project and Project Management Skills
If you ve completed most of or all the chapters in this book, you re well on your way to mastering Microsoft Project 2010. However, one book can get you only so far. To help further your knowledge of Project and project management, start with these sources.
Joining a Project Learning Community
If there s one thing we can say about Project users, it s that they love to talk about the program and their work with it and to share ideas with others. Whether you work in a large organization or independently, you re likely to find a community of Project users nearby. If you re in a large organization, especially one with a strong project management focus, you might find an internal Project user group or support group there. Such groups often meet informally to provide peer training and support, critique project plans, and share best practices. If such a group does not exist in your organization, perhaps you can start one. In the public realm, there are many Project user groups around the world. These groups typically meet on a regular basis to share tips and tricks about Project. Joining a user group is a great way to broaden your exposure to Project usage; it also can be a great source for informal product support, training, and career networking.
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