‘Scope Creep’ and Scope Change Control
‘Scope Creep’ and Scope Change Control In
Scope Management Process
Student’s Name : Srinivasan Lakshmanan Chettiar Table of Contents
Introduction 2 ‘Scope Creep’ 2
Forms of ‘Scope Creeps’ & its impact to 2 Project objectives
Scope Change Control 3
Project Out line 5
Project/Product Description 6
Applicability of Change Control Process 8
Conclusion 8
References 9
Appendix 10 Introduction
Project Scope management is defined as the processes required to ensure that the project includes all the work required, and only the work required to complete the project successfully. The process includes collecting requirements, developing scope statement, generating work break down structures, verifying and controlling scope. (PMBoK 2008, 103). Within the context of scope management, one of the primary reasons for project failures, as highlighted by the survey conducted by Standish Group the CHAOS, is the changing requirements known as ‘Scope creep’ or Requirement Volatility (RV). This was noted as the 3rd highest cause of all project failures at 11.8%. (The Standish Group,1995, 4). Scope Creep or Scope change or RV has always been the challenge for project managers as requirements continue to change in response to changing needs in the business, industry and technology space. Scope creep can be prevented and/or managed by proper scope planning, scope definition, scope verification and scope control processes as defined in PMBoK Guide. (Sliger and Broderick 2008, 82). Responding to changes systematically is critical to the survival of the project. “It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.” says Charles Darwin in his book ‘The Origin of Species’. Therefore, a good Change management process becomes crucial in preventing and controlling Scope Creep.
Scope Management Process
Student’s Name : Srinivasan Lakshmanan Chettiar Table of Contents
Introduction 2 ‘Scope Creep’ 2
Forms of ‘Scope Creeps’ & its impact to 2 Project objectives
Scope Change Control 3
Project Out line 5
Project/Product Description 6
Applicability of Change Control Process 8
Conclusion 8
References 9
Appendix 10 Introduction
Project Scope management is defined as the processes required to ensure that the project includes all the work required, and only the work required to complete the project successfully. The process includes collecting requirements, developing scope statement, generating work break down structures, verifying and controlling scope. (PMBoK 2008, 103). Within the context of scope management, one of the primary reasons for project failures, as highlighted by the survey conducted by Standish Group the CHAOS, is the changing requirements known as ‘Scope creep’ or Requirement Volatility (RV). This was noted as the 3rd highest cause of all project failures at 11.8%. (The Standish Group,1995, 4). Scope Creep or Scope change or RV has always been the challenge for project managers as requirements continue to change in response to changing needs in the business, industry and technology space. Scope creep can be prevented and/or managed by proper scope planning, scope definition, scope verification and scope control processes as defined in PMBoK Guide. (Sliger and Broderick 2008, 82). Responding to changes systematically is critical to the survival of the project. “It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.” says Charles Darwin in his book ‘The Origin of Species’. Therefore, a good Change management process becomes crucial in preventing and controlling Scope Creep.
References: • Babu Suresh. 2005. Scope Creep Management, Project Perfect White paper collection. http://www.projectperfect.com.au/info_scope_creep_mgmt.php • Didar Zowghi and N.Nurmuliani • Michael Sliger and Stacia Broderick. 2008. The Software Project Managers’ Bridge to Agility. Addison-Wesley Professional; 1 edition. • N.Nurmuliani, Didar Zowghi and Susam P Williams. 2006: Requirements Volatility and its impact on change effort: Evidence-based research in software projects, AWRE 2006 Adelaide, Australia • Project Management Institute (PMI) • The Standish Group, 1995. CHAOS report, http://www.projectsmart.co.uk/docs/chaos-report.pdf • S