Scope change management is a necessary part of project management. Project managers learn that they are subject to the triple constraints of scope, schedule, and budget. When it is not possible to meet the objectives within the defined project constraints, project leaders need to agree to a scope change.
- Every project plan is based on assumptions about how things are going to work, but there are bound to be surprises. And the real impact of most surprises is that they require more work, cost more money, or take longer than what you'd expected. In this video, we're going to learn how to manage the surprises that can affect your project's scope. A project is usually successful if it meets the goals outlined in the charter without exceeding the amount of time in the project plan or the money in the budget.
Think about the goals of the project, what you need to get done, as the scope. Taking that scope together with the schedule and the budget gives you three dimensions that apply to any project. These are called triple constraints. And a common method for managing projects is to focus on changes to the triple constraints and the trade-offs between them. The triple constraints are interconnected. If you make a change to one of the triple constraints, you need to look at how it effects the others and the broader impact it will have on your project.
Remember the situation that our team at H+ Sport ran into with the attachment for their crane? No one realized they needed to order the attachment until the crane was fully assembled. This is a great example of how a change involves trade-offs between the triple constraints. The attachment was not included in the original scope, so adding the attachment meant that they needed to increase the scope of the project. It was something else that needed to get done. But the attachment also cost money, so this increased the budget for the project and there was some lead time to order and ship the attachment.
So that affected the schedule. If they place the standard order for the attachment, the part and the shipping cost would've been a thousand dollars and it would've taken three wees. If they placed an expedited order, it would cost two thousand dollars but would only take one week. So by adding the attachment to the scope of the project, the team also had to manage trade-offs between the schedule and the budjet. You might be able to manage scope changes informally but I recommend outlining the steps that your team will follow to submit, approve, and communicate changes in a scope management process.
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- Name who is responsible for approving the resources for the project.
- Recall what the spine of a fishbone diagram represents.
- List characteristics of the environment.
- Identify the tools used for mapping processes.
- Recognize what needs to be captured on the action item list.
- Recall what project metrics should be related to.