Project Scope Management

2021 ◽  
pp. 41-52
Author(s):  
J. Kent Crawford
Keyword(s):  
Scope Management

Development of public sector information management systems: challenges and promising practices

2018 ◽  
Vol 46 (3) ◽  
pp. 184-195 ◽  
Author(s):  
Hannan Khalid ◽  
Asim Noor ◽  
Javed Iqbal ◽  
Shahid Farid ◽  
Victor Chang
Keyword(s):  
Public Sector ◽  
Information Management ◽  
Time Management ◽  
Information Management System ◽  
Structured Interviews ◽  
Content Type ◽  
Governmental Organizations ◽  
Project Integration ◽  
Management Project ◽  
Scope Management

Purpose More and more governmental organizations are switching to information systems to enhance their operations and reduce cost but the development of these systems involves a lot of challenges. This paper aims to find out the challenges that project managers have to face during the development of such systems and the practices they can adopt to address these challenges. Design/methodology/approach To identify the challenges, data have been gathered across six key project management areas. The six targeted key areas are project integration management, project scope management, project time management, project cost management, project human resource management and project communications management. The authors have coordinated with 11 managerial-level IT professionals using semi-structured interviews and have gone through their communication archives. Findings Findings prove that practices such as focusing on cost reduction, informal congregations, trainings and frequent communication between vendor and client help in addressing the challenges. Furthermore, learning from management experiences of the managers can assist managers in similar role to create a pattern of success while working with governmental projects. Originality/value The authors peek into the development life cycle of a public sector project named as prison information management system. The project has encountered numerous challenges and has been accomplished in significantly delayed time than designated.

Practical Use and Effects of Scope Reductions in the Form of Reduction Lists

2018 ◽  
pp. 326-344
Author(s):  
Andreas Økland ◽  
Nils O. E. Olsson
Keyword(s):  
General Theory ◽  
Construction Projects ◽  
Public Projects ◽  
Railway Infrastructure ◽  
Actual Use ◽  
Scope Management ◽  
Public Construction ◽  
The Relationship ◽  
Assurance Scheme ◽  
Quality Assurance Scheme

Scope management in the form of reduction lists was integrated in the quality assurance scheme for Norwegian public projects in 2001. This article presents findings on the actual use of reduction lists for major public construction projects Project representatives were contacted to obtain information about the actual use of pre-defined potential scope reductions. Eight of the 14 studied projects did not implement any of the predefined reductions. Six projects implemented some of the reductions. The scope reductions on the reduction lists are very specific and detailed, unlike general theory on scope management and cost control. However, the findings from the study are in line with the general theory; it was the most general scope and cost reductions that where used in practice. The study subsequently looked into the relationship between scope reductions and sustainability. Although the most frequently observed reduction was of the category “reduced quality or functionality”, sustainability was rarely affected with the notable exception of the railway infrastructure projects.

Scope Reductions as Tool for Cost Control in Construction Projects

2016 ◽  
pp. 733-748
Author(s):  
Nils O. E. Olsson
Keyword(s):  
Construction Projects ◽  
Best Practice ◽  
Cost Control ◽  
Actual Use ◽  
Scope Management ◽  
High Degree

Scope management is a key issue in construction projects. This paper studies scope reductions. Potential reductions of project scope as well as budget contingencies have been a tool for cost control of governmental investments in Norway since 2001. This paper studies implementation of such reduction in major construction projects in different governmental sectors. Project representatives were contacted to obtain information about actual use of pre-defined potential scope reductions. Eight of the 14 studied projects did not implement any of the predefined reductions. Six projects implemented some of the reductions. These reductions were mainly general reductions of the quality of the facilities. The Norwegian reduction lists are based on an unusually high degree of specification of potential actions for cost control. International best practice is more concerned with general approaches. To function as intended, possible reductions should be possible to implement late in a project. General contingencies appear to be more effective for cost control than predefined scope reductions.

Engineering Innovative Practice in Managing Design Projects

2012 ◽  
Vol 4 (3) ◽  
pp. 13-23
Author(s):  
Fernando Abreu Gonçalves ◽  
José Figueiredo
Keyword(s):  
Engineering Design ◽  
Network Theory ◽  
Actor Network Theory ◽  
Value Management ◽  
Change Processes ◽  
Earned Value ◽  
Earned Value Management ◽  
Design Projects ◽  
Scope Management ◽  
Perturbation Index

Most references to innovation relate to the development of new products. This paper does not address innovation in these terms, but as changes in practices an engineer creatively adopts during engineering design projects. The authors adopt Actor-Network Theory as a way to understand these change processes (translations). The authors design a perturbation index inspired in Earned Value management to measure translation effort having in mind the management of scope. The paper then assesses changes of regime in resource allocation of tasks and concludes some changes that can lead to innovative results. That means a wider view about scope, and scope management is gained, being able to observe and change good practices, something crucial in engineering design projects where requirements and goals drift.

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