- Title
- Managing scope change within fast track project teams
- Creator
- Dookran, Varsha Rajendra
- Subject
- Project management, Business planning, Project managers - Attitudes, Project managers
- Date
- 2012-08-01
- Type
- Mini-Dissertation
- Identifier
- uj:8916
- Identifier
- http://hdl.handle.net/10210/5387
- Description
- M.Ing., The structured approach of executing a project towards a common objective and within a pre-determined schedule and budget has evolved through the times. Nowadays, being responsible for managing such endeavours has grown into a full-time job title, that being a project manager. It has been recognised though, that the process of project management is not as straightforward and easy to follow as outlined in a process workflow in order to achieve success. This is because change is prevalent. It does frequently, as well as unpredictably, crop up throughout the lifecycle of a project and with it, creates an instantaneous state of panic and confusion among all key project stakeholders. Changes to projects most often impact their scope by either expanding or narrowing the project’s areas of influence. Consequences as a result thereof upset the project’s key measures i.e. budget, schedule and quality. Managing scope changes effectively as well as systematically is critical in order to achieve the final outcome of the project within its predetermined constraints of time and cost. These efforts not only diminish the state of panic and uncertainty but it also allows key project leads to proactively respond to changes. The primary objectives of this minor dissertation are to ultimately understand the following: a) What are main contributing factors that lead to scope change within an organization b) What are the consequences of scope change on the project’s key measures c) What can be done to minimize and effectively control change throughout a project’s lifecycle, and d) What skills should project managers possess in order to effectively manage projects An opinion based research technique in form of a survey and an observational research technique in form of a case study were employed to attain a better spectrum of understanding on the subject matter. It was also an aim to generate a list of successful, simple and well-known practices for project managers to use throughout the life of all projects, to focus on sections that are known to contribute to scope change. It is important to note that this dissertation serves only as a guideline to effectively manage scope within a project. Therefore, it is recommended to apply the lessons listed, within one’s working environment on future or current running projects in order to reap the intended benefits. The benefits of effectively managing scope changes that can be humanly controlled will ensure that: The project is delivered within its pre-determined budget and schedule The product or facility is delivered within specifications initially agreed upon, and The client considers the organization for future bids due to the delivery of a successful project Ultimately, it was found that: The results attained from the survey and case study were synonymous in that a project with a poor defined scope largely contributes to scope change From the survey the most important standard skill for a project manager to possess to effectively manage projects was being an efficient decision maker. The case study deduced that if the project manager was able to think on his feet and be more assertive, the implementation of a few unnecessary changes could have been avoided Majority of the factors owing to scope change negatively as well as directly impact the project’s cost or schedule. Quality as a result thereof, is indirectly compromised, and The need for a proper planning, monitoring and control system throughout the project lifecycle, a clear understanding of the problem and the active participation of all stakeholders at the start of the project as well as throughout its lifecycle, is imperative to ensure the project’s definition of victory is achieved!
- Contributor
- Prof. J.H.C. Pretorius; Mr. L. Kruger
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