- IT systems planning and acquisition
- Every organization engages in business in order to make a profit. However, in the course of daily practices, some issues may raise leading an organization in making a loss. In most cases, the cause of loss result because of a failure by the project managers in the information technology department. In order to prevent a scope creep, project managers ought to be prepared for any boundary that would prevent operations in the organization succeed. The managers have an obligation of applying the best techniques in order to avoid a scope creep. “Implementing Baker and Greer’s ‘Best Practices’ will eliminate the problem of scope creep in IT project planning”.
- According to Greer, one of the best practices that project managers ought to implement in order to minimize scope creep is making of various projects from the large ones. By breaking the large project, managers are able to determine the steps that the newly established smaller tasks ought to take. The project managers have a chance of establishing and complying with the deadlines that each of the small tasks has to take. Breaking the large tasks will also help the managers in improving the procedures of the projects under operation. This will also help in simplifying the completion of the project that the organization is undertaking. To break large task means that the organization will be able to consider more alternative methods that may help the organization in performing the required projects successfully and within a short period (Oliverio, Pasewark & White, 2006).
- The other initiative that project managers ought to undertake in order to eliminate scope creep according to Greer is to promise what the organization may be able to produce to customers. The project managers ought to promise what is possible to happen among the unknowns. Many of the project managers fail in delivering the proper outcomes to customers by offering force promises. Sometimes project results fail to march with the previous ones, which gives the reason why managers should not promise to create deliverables in consideration of the results from the project. Luckey & Phillips (2011), states that managers should not base their expectations with previous information because this may result to faulty results. This means that every project manager ought to tell the customers what the organization may be able to deliver within a set period.
- Greer also illustrates that in order to minimize scope creep in an organization, project managers ought to plan and involve those experienced in a certain area of operation. Planning is one of the four basic concepts of proper management structure. On this case, managers ought to plan for the essential objectives in every project of an organization. For example, the managers in the information technology sector or any other department in the organization ought to determine the number of projects possible to deliver in ea given year (Oliverio, Pasewark & White, 2006). While securing various budgets in a specific financial year, managers ought to offer effective monetary allocation to the most important projects. Many of the IT business programmes fail because most of the managers do not give the projects a clean bill of health. This means that the project managers have an obligation of checking that the projects are successful in every part of their development (Soto, 2006).
- In order to eliminate the scope creep in an organization, Greer indicates that a business organization ought to build various schedules in support of the project (Mancuso, 2007). The organization ought to increment reviews in order to build certain frequent opportunities that assist the organization in making small changes. The changes that the organization may make in this area may not have an impact on the scope. However, the changes will be of much help in reducing the scope to happen in the future. Most of the project stakeholders depend on the management to create a positive outcome. On this case, the project managers ought to create schedules that will bring the best outcomes to the organization. The organizations also have the obligation of creating a strong ethical culture that would promote good relationship in all its departments (Agard, 2010).
- Blare expresses his point of view on the issue of minimizing the scope creep by stating that managers ought to make sure that all stakeholders in the organization understand the project protocol. The organizations that fail to make a clear understanding of their protocol to their members result in making various changes in between the project due to the opinions raised by members. To involve members of the organization in every process of development is one of the factors found in successful projects (Kendrick, 2009). The members will contribute in supporting the management with various ideas that will help in developing essential factors that are beneficial to the project. Members will also assist in monitoring the planning strategy of the project that the organization is undertaking. This will help in rising of various concerns incase the management fails to meet the expected outcomes in various stages of the project. To engage the stake holders in the operations of the organization means creating god communication skills. Essential communication skills lead to a successful project (Vallabhaneni, 2005).
- According to Blare, it is possible to eliminate scope creep in an IT organization if it establishes proper method of including formal buy-in from the stakeholders. This means that the stakeholders will have an opportunity to offer all the constituents that relate to project. Offering this opportunity reduces cases of bribery and favors in the operations of the organization (Tiendung, 2009). The stakeholders also get the morale of supporting the organization in case any need arises. The support that the stakeholders may offer include human power in certain activities fro the benefit of the organization and contributing monetary values in needed.
- Blare also indicates that an organization ought to show its members that there might be a scope in future. Members may develop various strategies that may help the organization in either eliminating the scope or minimizing it in future. If the stakeholders are employees in the organization, notifying them about a possible scope may motivate them in working hard to help the organization avoid the scope (Mancuso, 2007). Although in most cases, the stakeholders are not in the forefront of running the projects of an organization, but it is advisable to notify them the possibility of a scope and the negatives that may result if such happens.
- Blare also illustrates that it is possible to eliminate scope creep in an IT organization by getting proper capital from the start of a project. Many of the projects that organizations establish are hard in terms of completing because of financial barriers. Many of them tend to use a lot of money than the expectations of the organizations. This is because some unexpected issue may arise during the time the project is taking place. In between the process of operating the project, the organization may encounter financial difficulties and therefore, it is necessary to set a side the amount that will be enough in completing the project before making the start (Lippitt, Dukerich & Roering, 2006). The organization ought to calculate the cost benefit analysis in relation with the business. Through this procedure, the organization will be able to find quantities and getting all the positive benefits that would come from the project (Heldman, 2011). The organization also has the obligation of identifying all the subtractions and negatives that would result because of creating the project. By doing so, there is a high probability that there will be no scope creep at the end of operation on a certain project.
- According to the above information, all the facts lead in agreeing that while implementing the opinions raised by Blair and Greer, the organization may end up eliminating the problem of scope creep in IT project planning. The project managers ought to come up with strategic plans that relate to the project in operation and this will help in producing the required outcome. Organizations have an obligation of finding and recording the main cause of scope creep in order to curb the problem from affecting its operations in future. Managing scopes in an organization is possible and all project managers ought to develop many ways of making every operation successful (Vallabhaneni, 2005).
- References
- Agard, A. K. (2010). Leadership in Nonprofit Organizations: A Reference Handbook, Volume 1. New York: SAGE.
- Anton, D.W. (2010). MANAGING INNOVATION: A TYPOLOGY OF THEORIES AND PRACTICE-BASED IMPLICATIONS FOR NEW ZEALAND FIRMS. International Journal of Organizational Innovation; Volume:3, Issue:2, Page: 35-57, 23p, .
- Heldman, K. (2011). PMP Project Management Professional Exam Study Guide. New York: John Wiley & Sons.
- Kendrick, T. (2009). Identifying and Managing Project Risk. Identifying & Managing Project Risk - Business Book Summaries; 2009, Volume: 1, Issue: 1, Page1-11, 10p.
- Lippitt, M. N, Dukerich, J. M.& Roering, W. (2006). A Theory of Managing The Scope of an Issue. Academy of Management Best Papers Proceedings; Page: 145-149, 5p.
- Luckey, T. & Phillips, J. (2011). Software Project Management For Dummies. New York: For Dummies.
- Mancuso, A. (2007). Form Your Own Limited Liability Company. New York: Nolo.
- Oliverio, M. E. , Pasewark, W. R. & White, B.R. (2006). The Office: Procedures and Technology. New York: Cengage Learning.
- Soto, T. J. (2006). Marketing to Hispanics: a strategic approach to assessing and planning your initiative. New York: Kaplan Publishing.
- Tiendung, L. (2009). Assessing Scope and Managing Risk in the Highway Project Development Process. Journal of Construction Engineering & Management; Volume: 135, Issue: 9, Page:900-910, 11p.
- Turner, R. (2007). Gower handbook of project management. New York: Gower Publishing.
- Vallabhaneni, S. R. (2005). Wiley CIA Exam Review, Conducting the Internal Audit Engagement, Volume 2. New York: John Wiley and Sons.
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