Potential Project Scope Management Problems - Essay Example

This is a situation which happens when new constraints are added on a project that was not present at the beginning of the project, and particularly at the initial planning phases. These may include new entries such as gadgets. Even though in most cases project necessities may alter as a result of justifiable reasons like those linked to technology and adjustments in consumer needs, managers encounter scope creep because they have some unplanned additions added on the initially budgeted roles (Hallows, 2002).

With the growth in the scope of a project, more tasks need to be accomplished within the schedule and budget initially designed for a tinier set of tasks. In this sense, scope creep can make a project team to overrun its initial schedule and budget. To solve this problem, analysts should clearly define the process, the related terms, and the process boundaries. In addition, managers should realize that particular aspects of the project can make it too large to manage and thus conduct a precise check on the interfaces in the project (Schwalble, 2006).

Another potential problem in this context is the lack of smooth communication procedures with stakeholders. This occurs when managers tend to please some people, while forgetting to balance stakeholder wishes with the limitations realized within the framework of the up-to-date project. Miscommunication with stakeholders may lead to misinterpretation in terms of design and requirements. Additionally, it ultimately results in a situation whereby the interested parties are not totally satisfied with the accomplished task (Moustafaev, 2010).

The best way to avoid this problem from occurring is by encouraging a close working condition between project managers and project shareholders so that everything needed and expected by both parties is realized. Alternatively, stakeholders can suggest alterations or spell out requirements precisely prior to executing the project. Such a move does not only assist in avoiding another previously experienced problem, but also enhances a good working environment for the team, the project manager, and the stakeholders from the very start (Dubey, 2009).

Nothing disrupts the process of project scope like managers poorly defining the project scope. The problem is made when the manager defines the implementation as opposed to the need of the scope. If the need changes with time, he can fail to know the exact requirements and therefore cannot develop a product to achieve a moving goal. If a manager does not clearly define the scope of the project from the beginning, he would “kill” the project. Such a product will have little or no chance to realize any productive benefits to the company.

As soon as the planning phase starts, a manager should ensure that he sports out and describes all tasks that are significant in the productivity of the project. He should also make sure that the entire team has a deep understanding of what is anticipated during the project. Permission for suitable administrative control during the management procedure of the project is also an important consideration. Generally, the project manager ought to keep a close check on the project charter and several other pre-planning files so that a concise but useful scope statement can