tag:blogger.com,1999:blog-5307754712042535027.post7894781374789368439..comments2023-08-15T04:29:46.700-04:00Comments on The Traveling Technical Trainer: Project Management 6145 Week 6-Analyzing Scope CreepAudreahttp://www.blogger.com/profile/07882059506145649979noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-5307754712042535027.post-21013312739098094222011-10-16T20:03:36.555-04:002011-10-16T20:03:36.555-04:00Thank you both for the feedback!
Sonia, you are c...Thank you both for the feedback!<br /><br />Sonia, you are correct change control methods were never/rarely ever in place within our contract. I am unsure how/why this originated but our projects did not contain an WBS, an SOW, or a contingency plan. I am unsure if this is due to the nature of our work or the relationship with the client. <br /><br />Interestingly there was definitely one moment in which "temporary amnesia" occurred on the part of the client. I specifically remember a meeting in which the client stated "A" and the next meeting he stated "B", luckily I had notes from the previous meeting in which I could present and note the change on behalf of our team, but a formalized method of documentation would have been better. The look on the client's face when I pointed out their error was priceless, and I'm sure I could have deployed a bit more diplomacy as Dr. Stolovitch recommended in the Communicating with Stakeholders video. This leads me to the the point(s) D. Stephens presented.<br /><br />D. Stephens, I definitely agree that a communication plan would have been very effective in this situation. As a contractor we often have so many "bosses" and "POCs" its hard to know/remember how to communicate and with whom. In the Project Management Concerns: Communication Strategies & Organizational Culture video a key point that was made was "document the outcomes of meetings". Dr. Stolovitch also includes this important point as one of the two things to remember-document everything!<br /><br />As I briefly mentioned above, I feel a reason these formal steps were not done is due to the foundation that was already established. Not to make excuses of course, but with the pressure of the project and an anxious client this may have been a reason to "cut corners"Audreahttps://www.blogger.com/profile/07882059506145649979noreply@blogger.comtag:blogger.com,1999:blog-5307754712042535027.post-14250110062287383702011-10-16T13:07:36.984-04:002011-10-16T13:07:36.984-04:00Yes, documenting the impact of potential risk alon...Yes, documenting the impact of potential risk along with change requests is an important step. The next step that I would recommend is the implementation of the Communication Plan. The communication plan will allow the PM to identify and deliver information to the necessary sponsors and stakeholder using a preferred method. “Alerting the sponsors and stakeholders to potential changes in the project is preferable to having them become aware of the changes when they become a major problem” (Lynch & Roecker, 2007).<br /><br /><br />Lynch, M. M., & Roecker, J. (2007). Project managing e-learning: A handbook for successful design, delivery, and management. London: Routledge.D. Stephenshttps://www.blogger.com/profile/14359423939784303085noreply@blogger.comtag:blogger.com,1999:blog-5307754712042535027.post-73186300549574348182011-10-15T15:16:51.246-04:002011-10-15T15:16:51.246-04:00Audrea:
I do empathize with you, and the other me...Audrea:<br /><br />I do empathize with you, and the other members of your team, for the extra work which resulted from the additions to the project deliverables and work processes. You indicated that “new client requests simply came out of nowhere”. Greer (2010) and Portny et al (2010) recommend the establishment of a change control system for dealing with changes in scope requested by project stakeholders (p. 35; p. 346). In fact, you cited lack of documentation is an area that could be improved. This is consistent with the literature on the subject as both Portny et al (2008) and Greer (2010) indicate that changes in scope should be formally documented and approved by the client/sponsor (pp. 346-346; pp. 35-36). Additionally, Dr. Budrovich, and Greer (2010) also alluded to the tendency of sponsors to suffer from temporary amnesia, where changes of scope are concerned. They strongly emphasized that these stakeholders should “sign a document acknowledging the scope change and its rationale (Laureate Education Inc.; pg. 36). Thanks for providing us with the 10 ways for tackling scope creep. It actually reminds me of the steps to handle scope creep presented by Greer (2010) on page 36. Hope you would find the time to read the section of the text. Thanks for sharing your experience with us.<br />Sonia<br />Reference:<br />Greer, M. (2010). The project management minimalist: Just enough PM to rock your projects! (Laureate custom ed.). Baltimore: Laureate Education, Inc.<br /><br />Laureate Education, Inc. Walden University. (2011).“Practitioner Voices: Overcoming ‘Scope Creep’” [Video Webcast]. Retrieved from:<br />http://sylvan.live.ecollege.com/ec/crs/default.learn?CourseID=4894962&Survey=1&47=7389572&ClientNodeID=984650&coursenav=1&bhcp=1<br /><br />Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.Soniahttps://www.blogger.com/profile/00483999445385320490noreply@blogger.com