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Analyzing Scope Creep

March 3, 2014 Leave a comment

We recently hosted conferences for almost 2,000 individuals without a complete project plan. As a result, the scope grew and so did the price tag. There were travel costs, food, we double booked – and had to pay for audiovisual resources. You name it, we experienced it. However Van Rekom (nd) indicated saying “no” could mitigate creep. Unfortunately I work in a culture where we don’t say no.

Additionally, the objectives for this conference were not commonly agreed upon and there were several suggestions for procedures and activities outside the original objective.

While I agree change control systems can help a project manager monitor scope creep, I also believe beginning with a thorough project plan and constant communication can mitigate scope creep. Additionally, our text indicated project managers should be ready or prepared for changes in project scope. This is true and requires a project manager to be flexible, identify impacts of changes, and communicate the advantages and disadvantages of the change. (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer, 2008) For example, I recently had a request to significantly alter a project. Using lessons from our text, I was able to explain how the change would delay the project, cost more money, and jeopardize an on-time delivery.

Works cited

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.

Van Rekom, P. (nd). Practitioner Voices: Overcoming ‘Scope Creep. Laureate Education, Inc., Baltimore, MD

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Communicating Effectively

March 3, 2014 Leave a comment

I have a responsibility as a project manager (PM) to try to communicate effectively with various members of my team and key stakeholders. This requires diplomacy. My communications should be concise and focused and they should be influenced by my spirit, attitude, timing, and the personality of recipients.  (Laureate Education, Inc.)

With that said, I’d like to share my reactions to our multimedia presentation on communications that shared the same request for status and deliverables – in three different modalities. They were E-mail, voicemail and face-to-face.

The e-mail message to Mark, while not marked urgent, conveyed a need for an immediate response.

The voicemail message was direct, calm, and offered Mark an e-mail option for sending requested data.

While the face-to-face message was friendly, it did not convey the same level of urgency. It almost seemed Mark’s data was a request rather than a necessity.

Concluding, I believe a PM should communicate with team members to discern their communication preferences. For example, some stakeholders may respond to informal communications, yet pre-planned interactions are required. (Portny, Mantel, Meredith, Shafer, Sutton & Kramer, 2008)

All pre-planned communications should be delivered with a prescribed frequency, an understood time frame for responses, and clear rules of participation. (Laureate Education, Inc.)

Works cited

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.

Stolovich, H. (nd) Communicating with Stakeholders. Laureate Education, Inc., Baltimore, MD.

 

Categories: Walden 6145