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Scope creep (also called requirement creep, or kitchen sink syndrome) in project management is continuous or uncontrolled growth in a project's scope, generally experienced after the project begins. [1] This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful.
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 ...
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.
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]
Occasionally, uncontrolled feature creep can lead to products that surpass the scope of what was originally intended; this is known as scope creep. A common consequence of feature creep is the delay or cancellation of a product, which may become more expensive than was originally intended. [citation needed]
It is the case that many articles purportedly part of a given WikiProject are only there due to a tangentially related category. By reviewing the stubs of any WikiProject, and particularly those of WikiProjects for individual U.S. states, it's easy to see that many articles have been added to a WikiProject solely because of a loose connection with a category.
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 ...
Analyzing progress compared to the baseline schedule is known as earned value management. [5] The inputs of the project planning phase 2 include the project charter and the concept proposal. The outputs of the project planning phase include the project requirements, the project schedule, and the project management plan. [6]