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Analyzing Scope Creep

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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