Scope Management
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One of the more difficult jobs of the Project Manager is controlling the scope of the project. If the scope is allowed to "creep" upward because of new or expanded items that have been recommended by various sources, the cost and schedule may be adversely affected. The Project Manager and the team must work together to ensure the scope is limited to items necessary for project success. A task known as programming or requirements gathering should be used to develop the scope of the project at inception.
- Programming or requirements gathering should include all applicable requirements of a project including land and land use, exterior appearance, building size to accommodate space program, space allocation based on personnel counts and office standards, mechanical, electrical, and other support requirements. Future expansion considerations should also be made.
- Programming is usually done through meetings and interviews with the client and through input by project team members. The client should assign a manager or coordinator as well as other necessary points of contact to ensure correct input.
- Various team members develop their areas of project responsibility to be included in scope definition.
- The scope narrative provides definition and understanding to the client and provides a basis of design for the project team.
- Cost estimates and schedules should be based on the scope narrative.
- Even if well established at inception, scope can be the most difficult part of the project to control.
- Scope or program “creep” can create budget and schedule problems.
- Every change in scope, no matter how small, should be identified and tracked. The client should acknowledge changes and effects on the budget and schedule.