Avoiding Scope Creep – How to Make Sure Your Clients Play Fair (Slides)
Taking the Creep Out of Scope Creep
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Transcript of Taking the Creep Out of Scope Creep
ITMPI005
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Webinar: Taking the Creep out of Scope Creep:
Managing Project Scope
April 3, 201211:00 AM – 12:30 PM
Achieving business excellence
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Janet Russac, CFPS, CSMSPrincipal
Software Measurement Expertise, Inc. (SME)[email protected]
Michael MilutisDirector of Marketing
Computer Aid, Inc. (CAI)[email protected]
Achieving business excellence
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AboutSoftware Measurement Expertise, Inc.
(SME)• Janet Russac, CFPS, CSMS – Principal/Owner
• Over 30 years experience as a programmer, analyst and measurement specialist in software application development and maintenance
• Leads a team of experienced consultants who offer expertise in:
• Function Point Counting• Software Measurement• Estimation• Auditing• Training• Mentoring• Benchmarking
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CAI Achieves IT Operational Excellence
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The Project Management Institute has accredited this webinar with PDUs
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Topics
• What is project scope, scope management and scope creep?
• What causes scope creep?
• Is all scope creep bad?
• How can scope creep be avoided?
• How can scope creep be managed?
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Defining Scope, Scope Management and Scope Creep
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• Project Scope
• As defined by the Project Management Institute Project Management Body of Knowledge (PMBOK):
• The features and functions that are to be included in a product or service.
• The work that must be done to deliver a product with the specified features and functions.
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• Project Scope Management
• As defined by the Project Management Institute Project Management Body of Knowledge (PMBOK):
• The processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
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• Scope Creep
• Also known as “scope change” or “scope gallop”
• Definition according to the International Function Point Users Group (IFPUG):
• Additional functionality that was not specified in the original requirements, but is identified as the scope is being clarified and the functions defined.
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Scope Creep is the primary cause of late deliveries and potentially "never
ending" projects!
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Causes of Scope Creep
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• Poorly defined project scope in the Project Statement
• Not clearly identifying what is in scope and what is out of scope
• Poor requirements analysis
• Not spending enough time gathering business requirements
• Assuming you know what is needed
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• Poor project requirements
• Requirements are ambiguous or open to interpretation
• Requirements not fully documented
• Poor project control / lack of change control
• Not having a process to manage changes
• Not following the process to manage changes
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• Underestimating the Complexity of the Project
• Failure to use similar projects from the past to estimate the current project
• Not Involving Users Early Enough
• Thinking you know what the users want or need
• Not involving the users in both the requirements analysis and design phases
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• Indecisive project stakeholders
• Project stakeholders indecisive about the functionality and scope they require
• Too many project stakeholders who have differing priorities and objectives
• Multiple project stakeholders arguing over prioritization of functionality to be delivered
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• Gold Plating
• The practice of exceeding the scope of a project in the belief it is adding value
• Developers add new features believing they will increase customer satisfaction
• These changes consume time and budget, and are not guaranteed to increase customer satisfaction
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Is all scope creep bad?
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• Unavoidable scope creep
• Market trends are continually changing.
• Changes to requirements are required to keep abreast with competition.
• Government / Regulatory requirements could change.
• These have to be implemented.
• Products out of your control with which your project must interface could have changes to them.
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How can scope creep be avoided?
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• Write an accurate and detailed Project Scope Statement.
• Get the statement approved by all project stakeholders during project initiation.
• Ensure that project requirements are accurate, documented and approved.
• All of the project stakeholders must read and approve the requirements.
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• Good initial estimating and planning
• Well-written requirements are necessary for good estimates!
• Requirements need to be complete, unambiguous, detailed and sizable.
• Use historical data for similar projects to generate the estimates.
• Utilize these estimates in your project plan.
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• A Change Request Process must be defined and adhered to by all.
• Assess the impact of the change request on time, cost and schedule.
• Review this analysis with the project stakeholders.
• Get approval of the change request from the project stakeholders.
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How can scope creep be managed?
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• Educate the customer / stakeholder.
• Make the customer aware of the implications of the change request in terms of its impact on time, schedule and costs.
• Establish a good rapport with the customer and other project stakeholders.
• A good rapport leads to open discussions and better problem resolutions.
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• Actively manage expectations.
• Set project expectations with the customer stakeholders and get the buy in from the customer.
• Manage the project team.
• All team members should be fully aware of the project scope and concentrate on delivering it and nothing more.
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• Have a formal change request process.
• The change request should be documented.
• The business benefit of any change request should be assessed.
• Cost and time estimates as well as schedule adjustments need to be done for each change request so the customer is clear about its impact.
• Approval from the customer is required before including the change as addition to the scope.
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Conclusions
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• Turn a potential negative into a positive!
• Project team and project stakeholders work as a team to effectively manage the changes by not affecting the project timelines and budget.
• Effectively managing scope creep means:
☺Successful delivery
☺Quality product
☺Improved customer satisfaction
☺Happy project team
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Questions?
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Janet Russac, CFPS, CSMSPrincipal
Software Measurement Expertise, Inc. (SME)[email protected]
Michael MilutisDirector of Marketing
Computer Aid, Inc. (CAI)[email protected]
Achieving business excellence