Effective Project Scheduling & Control Discussion Form

Please respond to POST 1: and POST 2: with at least 150 words and 1 APA cited reference

 

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Chapter 6, Section 6.1; Chapter 10, & Chapter 21, Section 21.8 in Project Management: A Systems Approach to Planning, Scheduling, and Controlling

Part 1: Chapter 5 & Part 1. Section 4.6 in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

Recommended

 

Chapter 11 in Fundamentals of Project Management

POST 1:

 

As it has been clearly defined, the project scope is the critical document that recognizes the project team, stakeholders and clients, and identifies the deliverables of the project, and when and at what cost they are to be provided. This document defines the limits of the work, so each team member and the customer, as well as everyone else involved, understands what the project contains and just as decidedly, what it does not contain (PMBOK, 2017).

 

The business environment is all influencers, which may or may not be under the charge of the organization, but have a direct effect on its operations. Every business organization operates in a distinctive environment that impacts and affects the success of its professional undertakings (Eric, 2017). As I think of the relationship between the environment and scope, I compare it to cooking a dish. The quality of the ingredients or cooking elements determine the ability to deliver a quality dish at the end. If one element in the business environment or project scope is unmanageable or “toxic” the effects will be observed in either the constraints or deliverables, or both.

 

Any project scope change request can change deliverables, team, and budget, so it is essential to manage and control any project scope change properly, it is important to understand the reasons of scope change and determine its significance to the overall project. By maintaining this control, the project manager can determine if the change is justified or just intended to add extra unrelated work to the project. Some reasonable purposes for allowing a scope change request would be a change to business needs or benefits. There may also be an unexpected project resource change such as to the schedule or funding (Eric, 2017).

 

References

 

A Guide to the Project Management Body of Knowledge (PMBOK Guide). Sixth edition. Newtown Square, PA: Project Management Institute, 2017. Print.

 

Eric Too, Tiendung Le, and Wei Yee Yap. “Front-End Planning – The Role Of Project Governance And Its Impact On Scope Change Management.” International Journal of Technology 8.6 (2017): 1124–1133. Web.

 

 

 

POST 2:

 

Good evening, Class.

 

Project scope defines the required inputs for a project that will produce the expected outputs set forth by the business need and the stakeholders. The business environment in today’s era includes a wide array of interactive and interdependent technology, investors, stakeholders, visionaries, and organizational/project leadership and management (PMI, 2017). According to United Nations (2017), the idea of a business environment opens a wide array of ideas and concepts; however, it is indisputable that we are in the era of virtual technology that is enabling interactive globalization between organizational operations and projects that no other generation has experienced.

 

Due to the vast expanse of the business environment in today’s era, it is inevitable that project scope creep will occur. No matter how much planning takes place before a project is initiated, the rapid pace of change within the global business market demands that the initial objective of a project or product roll-out must adapt to an environment that did not exist when the project planning was taking place.

 

Due to the rapid evolution of the business environment, scope change requests from stakeholders that are based on the need to adapt to technology or market trends are reasonable and should be accommodated to the best of the team’s ability. Kerzner (2017) explains that one vital role of the stakeholders is to maintain the big picture interest to ensure the project will produce real added value. History demonstrates that a project scope and project plan can be executed flawlessly, but the end result does not add create added value to the organization or stakeholders. Therefore, if scope creep is necessary to ensure that the project produces real value upon completion, then the creep is rational.

 

References

 

Kerzner, H. (2017). Project management: A systems approach to planning, scheduling and controlling (12th ed.). New York, NY: Wiley

 

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK guide) (Sixth edition.). Newtown Square, PA:

 

United Nations. (2017, October 19). New globalization report: three mega-trends expected to impact our future. United Nations, Department of Economic and Social Affairs.


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