A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | 
Project Management Best Practice 2 – Define What is Not In Scope
All project managers know one of the greatest risks to the on-time, on-budget completion of their project is scope creep; the gradual expansion of functionality, broadening in organizational application, and/or increase in quality requirements often without a commensurate increase in project resources or duration. Subsequently, project managers strive to clearly define their project’s scope in order to defend against scope creep. But when doing so, they often forgo an invaluable tool; defining what is outside their project’s scope.[wcm_restrict plans=”41086, 25542, 25653″]
Defining scope establishes the features, characteristics, quantities, and time frames for delivering a project’s products and/or services. Like most communications, however, there will always be some interpretation as to the specifics of a project’s deliverables. Therefore, it is incumbent upon the project manager to, in the clearest, most concise manner possible, specify the project’s parameters. In doing so, the project manager should define both what the product/service is (in scope) and what it is not (out of scope).
Figure 1, Project Scope Uncertainty, illustrates how defining project scope in both positive and negative terms increases scope specificity and subsequently reduces the potential for scope creep. Around each defined project parameter there will exist some difference in interpretation as to the exact qualities of the parameter by those associated with the project. Differences in interpretation will continue well beyond the project’s scope definition to a point where further interpretation variation would appear to be unreasonable. Adding an out of scope definition, however, limits the range of interpretation variation, thereby reducing the overall amount of scope uncertainty and the risk of scope creep over time.[/wcm_restrict][wcm_nonmember plans=”41086, 25542, 25653″]
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
| Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually). Not sure? Click here to learn more. |
Buy the Article
Don’t need a subscription? Buy access to Project Management Best Practice 2 – Define What is Not In Scope for just $2! |
[/wcm_nonmember]
All too often, strategic planning coordinators are frustrated by an inability to coordinate critical meetings such that all required individuals are able to attend. While strategic planning should be a high priority for all executives and senior managers, so are a great number of other tasks. To ensure the needed executives and managers are available, thereby making the most effective use of their time, it is important to schedule these critical meetings far in advance. By using strategic planning calendars, coordinators will have the prerequisite insight to schedule meetings far enough in advance to avoid conflict with other priority gatherings.[wcm_restrict plans=”40632, 25542, 25653″]
The interaction between projects, programs, and processes within a portfolio can be many and varied; contributing significantly to the challenge of effective portfolio management. Faulted transitioning of resources and/or outputs from one portfolio component to another can greatly delay the progress of these and other components; diminishing the overall portfolio value potential. Therefore, it is critically important to identify interrelated resources and outputs and their relationship constraints to enable upfront coordination planning and effective transitioning.
Business Programs