Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Project Management and Scope Control
Every experienced project manager can attest to the constant threat posed by a phenomenon known as scope creep, wherein the prudently planned objectives of a particular project are unwittingly permitted to swell in a seemingly independent fashion. When budgets slowly begin to balloon and an unending stream of employees are added superfluously to a project's staff, the scope of a project, or "all of the work involved in creating the products of the project and the processes used to create them" (Schwalbe, 2011), has experienced scope creep despite the project manager's best intentions. The five-pronged process of project scope management currently advocated by industry experts includes (1) the collection of specific requirements, (2) a precise definition of the project's scope, (3) the creation of a Work Breakdown Structure (WBS) document, (4) verification of scope via inspection and acceptance...
Utilizing project scope management "includes the processes involved in defining and controlling what work is or is not included in a project," and this skill is especially important for business operations because "the project team and stakeholders have the same understanding of what products the project will produce and what processes the project team will use to produce them" (Schwalbe, 2011).
In order to maintain strict scope control throughout the duration of a project's life, it is important to utilize an important tool known as variance analysis. This technique involves the comparative measurement of planned performance and actual performance to formulate targeted improvements to the project's performance. Controlling the scope of any project is essential if the inevitable changes which tend to occur…
References
Schwalbe, K. (2011). Information technology project management. (6th ed.). Boston: Course Technology Ptr.
Project Management Scope Management Small LAN's Inc. installed a Local Area Network at the new Spring Academy Childcare Center. The project came in a few weeks late becaue of a failure in the planning procees and the overall partner's communications. "In directing the intent of the project, the plan must clearly identify the project objectives, goals, and any special influences or constraints on the project scope." (Stuckenbruck, 100) In order to compete
Program Management Projects Compared - Belbin analysis In order to find a way through which the success of teams could be predicted Dr. Meredith Belbin, a management psychologists, worked in collaboration with Henley Management College in the early 1970s. Business simulations were used in running some experiments for the research by Dr. Meredith Belbin. Participants were divided according to different psychological types such as if they are introvert or extrovert etc.
Role of Project Manager in Different Projects The project manager plays an instrumental role in ensuring project success. It could actually be argued that the project manager is the most important person in any project management environment (Meredith and Mantel, 2011). Essentially, the project manager carries the overall responsibility for ensuring the project is successfully planned, designed, executed, monitored, controlled, and closed (Thomsett, 2010; Young, 2013). Whereas the role of the
Project Management Grey Sloan Memorial Hospital was founded in 1982 and has since then offered medical services to the public. The health care organization is located in central Washington DC and has been one of the renowned hospitals in the region. However, in the past six months, the health care organization has experienced a great influx of critical and acute patients needing medical treatment. The chief of general surgery has since
Project Management Any project, no matter what the outcome is supposed to be, has to be properly managed from outset to completion to make sure that the outcome is the one desired. Without some type of plan, a project can easily become so overburdened with cost and time overruns that it is better just to abandon it and move on. The problem is though that project management often requires a large
Project Management Project Information, History, Intent, and Life Cycle Gray and Larson, (2008) define project as "a temporary endeavor undertaken to create a unique product, service, or result." (p 5). Essential feature of a project is that it has a defined beginning and end often subject to time or fund constraint to achieve stakeholder's goals and objectives. Gray and Larson (2008) differentiate between project and program. "A program is a group of