An Analysis of Scope Creep

An Analysis of Scope Creep

I experienced scope creep while designing my major project for my Distance Learning class at Walden University.  The objective of the project was to design an online technology orientation course for a Philosophy class using a Course Management System (CMS).  We were given instructions to research and select a CMS from a list of CMSs provided to us.  I did my research on a CMS that appeared to be similar to a software package I was already familiar with and after my research decided to choose that one.  Everything was ready to load into the CMS but it all came to a screeching halt when I was unable to load the software on my computer.  Scope creep occurred when I had to change my selection of CMS.  The changed occurred late in the project and I was totally unfamiliar with the newly selected CMS.  This change negatively impacted my project in two specific ways.  First, my timelines were negatively affected.  I needed more time to become acclimated with the product but our timelines were not being extended.  Consequently, the quality of my deliverable suffered immensely.  I was not able to meet all of my scope objectives.   

Looking back on this experience, there are several strategies that could have been employed to better manage the scope creep of the project.  Dr. Van Rekom has said over and over “Scope creep is inevitable – build in time and money for it ahead of time”.  (Laureate Education, 2009)  Since the timelines where not going to be adjusted, I probably could have reallocated my existing time on the project.  For example, I probably should have spent less time designing the modules and increased my time learning/loading information into the CMS.  I could have also examined several of the CMS systems since I was not familiar with any of them.  Consequently, I could have benefited from some introductory training on the new CMS.  This could have been accomplished through online videos and training modules.  Portny et al. suggested providing training to those new and lack experience on a project.  (Portny, et al., 2008)  Finally, I should have never sacrificed quality.  Budrovich said “do not trade-off quality…but scope and time you can”.  (Laureate Education, Practitioner Voices: Resource Challenges, 2009)  If I had followed through on some of these ideas, I probably would have experienced a more positive outcome.

Resources

Laureate Education, I. (2009). Practitioner Voices: Overcoming Scope Creep. Laureate Education, Inc.

Laureate Education, I. (2009). Practitioner Voices: Resource Challenges. Retrieved July 11, 2012, from Walden Univ. Mobile Learning: https://class.waldenu.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_1341360_1%26url%3D Portny, S. M. (2008). Project Management. Hoboken: John Wiley & Sons, Inc.

Portny, S. M. (2008). Project Management. Hoboken: John Wiley & Sons, Inc.

Websites for Estimating Cost and Allocating Resources for Projects

Websites for Estimating Cost and Allocating Resources for Projects

http://www.pmhut.com/estimating-the-cost-of-project-management

This article is an easy read on how to estimate the cost of project management activities.  It has a “verbal” flowchart design.  It describes the most basic form of cost estimation called Analogy Estimation and the conditions that are most appropriate for using this method.  (Collet, 2013)  If your conditions are not conducive for this method, a decision should be made to continue to the next stage in the “verbal” chart.  The Parametric Cost Estimating (PCE) method helps one understand the cost drivers of a project.  In the PCE practice, cost drivers are divided into categories and ranked according to complexity and risk. The ranks are then translated into cost estimates.  This article was most useful for getting an understanding of how to categorize the cost drivers and assign a rank to better estimate a cost for each activity.  This is a quick and easy read worth reading.

http://pmstudycircle.com/2012/06/4-tools-to-estimate-costs-in-the-project-management/

This blog reminded me of the four piece puzzle logos used a lot in the back in the 80’s. 

 

This article describes four common “pieces of the puzzle” (if you will) used to estimate cost in project management.  Each piece of the puzzle represents a different method of cost estimation.  The four tools briefly discussed are Analogous Estimating, Parametric Estimating, Bottom-Up Estimating, and Three Point Estimating.  (Usmani, 2012)  Each puzzle piece describes when it is best used and the benefit it provides.  This article is most useful for potentially identifying which cost method to use for a project.

References

Collet, B. (2013, Sept. 1). Estimating the Cost of Project Management. Retrieved Oct. 3, 2013, from The.Project.Management.Hut: http://www.pmhut.com/estimating-the-cost-of-project-management

Usmani, F. (2012, June 30). 4 Tools to Estimate Cost in the Project Management. Retrieved Oct. 3, 2013, from PM Study Circle: http://pmstudycircle.com/2012/06/4-tools-to-estimate-costs-in-the-project-management/