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Properly defining project scope requires thorough investigation by the project manager during the initial planning phase of a project. Failure to gather all information from all relevant stakeholders is a common reason for incomplete scope statements and missing requirements, which can frequently and easily lead to scope creep later in the project.
Scope creep, where the requirements or targets rises during the project, is common. Finally, political-economic explanations see overrun as the result of strategic misrepresentation of scope or budgets. Historically, political explanations for cost overrun have been seen to be the most dominant. [4]
If requirements are not completely defined and described and if there is no effective change control in a project, scope or requirement creep may ensue. [4] [5]: 434 [3]: 13 Scope management is the process of defining, [3]: 481–483 and managing the scope of a project to ensure that it stays on track, within budget, and meets the expectations ...
3. Better Productivity. Project management is important because it ensures there’s a proper plan that outlines a clear focus and objectives to allow the team to execute on strategic goals.
Scope of a project in project management is the sum total of all of its products and their requirements or features. Scope creep refers to uncontrolled changes in a project's scope. This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled.
Feature creep may also arise as a result of compromise from a committee implementing several different viewpoints or use cases in the same product, even for opportunistic reasons. [4] As more features are added to support each approach, cross-conversion features between the multiple paradigms may further complicate the total features.
Because software, unlike a major civil engineering construction project, is often easy and cheap to change after it has been constructed, a piece of custom software that fails to deliver on its objectives may sometimes be modified over time in such a way that it later succeeds—and/or business processes or end-user mindsets may change to accommodate the software.
John Storck, a former instructor of the American Management Association's "Basic Project Management" course, used a pair of triangles called triangle outer and triangle inner to represent the concept that the intent of a project is to complete on or before the allowed time, on or under budget, and to meet or exceed the required scope. The ...
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