How Do We Avoid Scope Creep?

Harry Mingail describes your organization’s Enterprise Environmental Factors and its Organizational Process Assets. They dramatically affect your project, positively as well as negatively.
Harry Mingail describes your organization’s Enterprise Environmental Factors and its Organizational Process Assets. They dramatically affect your project, positively as well as negatively.
Harry Mingail describes your organization’s Enterprise Environmental Factors and its Organizational Process Assets. They dramatically affect your project, positively as well as negatively.

9781554891627_front_cvrElizabeth and Richard Larson from Minneapolis (www.WatermarkLearning.com) co-authored a great chapter in the book The Keys to Our Success entitled “The Top Five Causes of Scope Creep… and What to Do About Them”

“Scope creep is risky. Unauthorized changes are not usually analyzed sufficiently to determine how big an effort is needed to complete them or what the impact is to other
areas of the project. And because we tend to be over optimistic (for example, “This is a small change. It shouldn’t take too long”) and eager to please, we often sneak these changes into the project, which means that stakeholders— the sponsor, testers, vendors, business and technical subject matter experts (SMEs), and others—are surprised by the unauthorized work. Surprises usually result in more 252
The Keys to Our Success work or additional costs and delays, and they are usually unwelcome.”

The Keys to Our Success is available on Amazon.com in hard copy or e-version. https://ow.ly/PPXtB

 

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