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5 Control Scope Process
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The only way to effectively control a project is to control the scope of the project; these go hand-in-glove (you can t have one without the other) The Control Scope process is accomplished by monitoring the status of the project and product scope and then setting a baseline to measure against and manage to throughout the project phases It involves constantly looking at the impact of changes to the scope of the project As a project manager you need to be very proactive in controlling project scope The Control Scope process is grouped with the Monitoring and Controlling process group If done properly this process helps ensure effective control of the project scope
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5: Project Scope Management
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This is accomplished by managing all requested changes and taking or making recommended corrective or even preventative action as needed to keep the project scope aligned The project manager needs to focus on several key activities during this process The best way to effectively manage and control scope is to make it part of the discussion and put it on the agenda during meetings and processes associated with the following focus areas:
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Steering committee meetings Monthly status reports Risk management Issue management Change management Communication management Here s a sample communication plan for presenting scope management status:
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1 The project manager presents the project scope status to the project owner on a weekly
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basis
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2 Ad-hoc meetings are conducted at the PM s discretion as issues or change control items
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3 The project manager provides a written status report to the project owner on a monthly
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basis and distributes the project team meeting minutes
4 The project owner will be notified via e-mail on all urgent issues Issue notification will
include time constraints and impacts, which will identify the urgency of the request
5 The project team will have weekly update/status meetings to review completed tasks
and determine current work priorities Minutes will be produced from all meetings
6 The project manager will provide the project sponsors with project team meeting
minutes and steering committee status reports Another consideration is to establish a project website (or team room) to provide access to the project documentation by anyone including geographically dispersed project members Additional details on communications are covered in 10 of this book
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What Is Scope Creep
If you have been around project management for even a short time, you have surely heard the term scope creep Scope creep is a seemingly silly yet frightening phrase that can turn the project manager s world upside down This is when the scope of the project takes on a different size, shape, or complexity over time and requires changes in scope, schedule, or cost on the project Scope creep is often a result of uncontrolled change and in today s world, scope creep tends to grow quickly into scope leap, which is the big brother of change on a project Scope leap occurs when the final product, service, or result is significantly different from how it started out in the original scope This is why clear project definition and effective change management are needed to manage scope on the project Wikipediacom offers the following definition of scope creep: Scope creep (also called focus creep, requirement creep, feature creep, and sometimes kitchen sink syndrome) in project management refers to uncontrolled changes in a project s scope This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled It is generally considered a negative occurrence that is to be avoided Typically, the scope increase consists of either new products or new features to already approved product designs, without corresponding increases in resources, schedule, or budget As a result, the project team risks drifting away from its original purpose and scope into unplanned additions [ ] Thus, scope creep can result in a project team overrunning its original budget and schedule [5] If, through change control, the budget and/or schedule are adjusted (up or down) along with the scope, the change is usually considered an acceptable change to the project, and the term scope creep is not used Scope creep can be a result of the following:
Poor change management or scope control (or both) Lack of proper identification of what is required to meet project objectives Weak project management discipline or weak executive sponsorship Poor communication between the project s PM, sponsor, and other stakeholders
Scope creep is a very common risk in most projects, is difficult to overcome, and remains a difficult challenge for even the most experienced project managers
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