What Is Scope Creep and How Can I Avoid It?

什么是范围爬行,我如何避免它?

2021-05-28 00:00 project manager

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Before we can explain how to avoid scope creep in your projects, we need to understand what project scope and scope creep are. What Is the Scope of a Project? In simple terms, the project scope refers to all the work that is required to complete a project. You can use a work breakdown structure to help you identify all the individual tasks, activities and deliverables of your projects. Then you’ll need a scope statement, which is a project planning document where you define the scope of your project. What Is Scope Creep in Project Management? Scope creep is what happens when changes are made to the project scope without any control. Those changes also affect the project schedule, budget, costs, resource allocation and might compromise the completion of milestones and goals. Scope creep is one of the most common project management risks. Generally, scope creep occurs when new project requirements are added after the project execution has started. Often these changes are not properly reviewed. Therefore, the project team is expected to complete more tasks, deliverables and milestones with the same resources and in the same time as the original scope. On the other hand, you could end up with a project with lots of approved, considered changes, that never ends because every time you think you have finished, a new project requirement arrives in your inbox and you have to make more changes. To control your project scope and prevent scope creep, you’ll need a scope management plan and a change management plan. Scope Management Plan The scope management plan is a component of your project plan which describes how the scope of your project will be established and controlled. This document includes your work breakdown structure, scope statement and the process by which the scope will be approved by stakeholders as a baseline for your project. The scope management plan helps project managers make sure that stakeholders understand the project scope baseline, and how changes to it will affect the overall project management plan. Change Management Plan Naturally, changes happen to projects all the time but it is important to have a change management plan in place to be able to control these changes. It’s very rare that projects progress exactly as it was defined in the project plan. In most cases, project managers need to adjust the schedule, budget and scope. However, without there being some control over the changes management process, a project manager has little chance of keeping on top of the work and managing the project effectively. Scope Creep Example Over a three-month period a project manager was tasked with delivering a new piece of software. After a few weeks into the planning phase, the sponsor of the project added new requirements. After the project manager included the new requirements in the project scope, the sponsor made even more changes. Of course, the project manager responded that the changes would not be a problem if he was given more resources to execute the extra work that was added to the scope. Near the three-month deadline, the sponsor was upset and complained that the project was behind schedule. The baselined project plan was too ambitious for the additional work to come in on schedule, explained the project manager. Can you guess what happened next? Yep. The project manager was taken off the project, accused of being “too slow” by the sponsor. This is a typical example of scope creep. Even though there were enough resources to execute the additional tasks, the time constraint didn’t change, and therefore the project manager failed to deliver them within the planned project schedule baseline. How to Avoid Scope Creep Don’t let the scope creeper cripple your project. The following are five ways to keep control of your project scope. 1. Document the Project Requirements The single most important thing to avoid scope creep is to document your project requirements. A clear definition of the project requirements allows you to define the scope of your project. Talk to all the project stakeholders and users to work out exactly what they want from the project. Write it down. Manage conflicts. Say one stakeholder wants their new website to be blue and another stakeholder wants it to be green, find someone to arbitrate and make a final decision. Prioritize requirements, as it may not be possible to do them all. It can be time-consuming to record everything the stakeholders say, but once you have done so, capture all the requirements in a document. This document is known as a requirements management plan, and it should contain all the information needed to manage the project requirements such as how they will be tracked and the process to change them. Share that document online so everyone can easily see it. 2. Set up Change Control Processes The requirements document is only a starting point. What happens when someone wants to change something? It is unrealistic to think that nothing will change. What you need to prevent scope creep is managed, controlled change on your project. For that you’ll need a change management plan that defines the procedures of the change control process that must be followed when the project plan needs to be changed. A change control process is very straightforward. Essentially, someone suggests a change via a change request, it is reviewed, approved or rejected and if it is approved, then incorporated into the project plan. If your project management software has change management functionality, use that. Setting up the change management process for your project means thinking about who is going to review and approve changes. You can discuss them with your project sponsor or at a team meeting. Without a process, change merely… happens. 3. Create a Clear Project Schedule Use your stakeholders’ requirements to determine your project scope. Then you can use a work breakdown structure to create a detailed task list. The project schedule is the result of knowing what your project will deliver; it should show all the requirements and how they will be achieved, in the form of tasks, activities and milestones. This is commonly made on a Gantt chart. You can cross-reference your project schedule against your requirements management plan document to ensure you have not forgotten anything. Once you have outlined the schedule, make sure you have planned for some contingency. As noted above, change does happen. Project scope creep only occurs if changes were not handled as defined on your change management plan. 4. Verify the Project Scope with the Stakeholders It’s important to check that you have properly understood the stakeholder requirements. What you think the project sponsor means might not be what he or she meant. Often people talk at cross purposes without realizing it. Take the time to go back to your stakeholders such as investors or project sponsors and share the requirements documentation with them. You can also show them your project schedule and ensure that all the elements they expected to see are represented in the task list. You may find that they’ve changed their mind. It’s important to make sure that you adjust your project plan early during the planning process to mitigate the risk of scope creep, rather than finding out later once the project has started. You can also use these discussions to talk to your sponsor and stakeholders about the change control process. Explain how you will manage changes to the project plan and what approval you will need from them in order to proceed. This is a useful moment to remind them that they can have pretty much whatever they want – if they are prepared to pay for it and for the project to take longer if they include new requirements! If the stakeholders are “too busy” to want to get detailed with the schedule at this stage, gently remind them what stage you’re in. Sometimes, poor communication means key stakeholders were not informed of what the requirements gathering process actually ended! 5. Engage the Project Team Members When your project stakeholders are happy, don’t neglect to make sure your project team members are happy as well. They need to know about the change control process, and how it will affect them. They need to be guardians, protectors of the project scope, not agents of change. Sometimes project team members want to be helpful and will agree to change something without applying the formal change management process. Explain that they cannot say yes to changes without the change being approved because that would affect the project plan and could cause scope creep. If they want to help a stakeholder, the best thing to do is to explain the change control process and offer to help with documenting the change. Scope creep is a real problem on projects, especially when the project manager, the team and the stakeholders don’t understand the impact that changes can have on the resources, the budget and the schedule. Fortunately, it does not need to be a major issue if you are clear about the initial project scope and you carefully manage changes to your project plan during the lifecycle of your project. To avoid scope creep and manage the constant changing requirements of your project, you need an online project management software that is up to the task, which offers change management features to add new changes and review them in real time. With ProjectManager.com a project manager can prioritize these changes and assign the work to team members, and when a change is approved, someone can get to work on it immediately. Scope Creep in Project Management, Explained by a PMP Project managers are always on the watch for scope creep on their projects, yet the problem persists. This video offers seven ways to mitigate this risk before your projects derail. In Review: Project Management Scope Creep Jennifer Bridges, PMP, offers this short tutorial on how to avoid scope creep in your projects. She provides planning techniques that can be applied to manage the project as planned as well as managing changes. She outlines seven ways to prevent and deal with scope creep: Define the scope Log the changes Re-baseline Request more funding and/or resources Watch for signs Set Priorities Avoid the traps It’s important to note that sometimes the cause of scope creep are your resources (this article will help you determine when your team is out of control). Who is making problems in your project causing scope creep? They could range from team members to stakeholders. You can use the same planning techniques outlined above to help manage them. Pro-Tip: Remember to keep an eye on yourself, as well! As a project manager, you want to ensure that you’re not the one extending the scope by adding additional features and requirements. Developing a collaborative team free to discuss and share impacts to the project, is the best way to support the project. The video goes into greater detail on all these points. It’s a good primer that addresses an important obstacle on the road to the successful completion of your project. How ProjectManager.com Curbs Scope Creep Managing scope creep is a bit like managing a project. You have to control a lot of pieces and make them come together, like a puzzle. ProjectManager.com is an award-winning project management software that organizes projects and teams to keep you on schedule. When changes are suggested by stakeholders, you need to capture them. Our software has unlimited file storage, so detailed records can be saved in one place. Once you’ve got the requirements, you need to share them, which is just a click away with our software. When a change comes up, adding controls is the best way to make sure that scope creep doesn’t occur. To do this, we have kanban boards that visualize workflow. Columns are fully customizable, so you can create ones that are titled doing, testing and done. Now you can track each request and make sure it’s not negatively impacting the larger project. If the change makes it to the done column, then it’s time to create a project schedule to implement that change into the project timeline. Just as you do on your project plan, you want to schedule the work on one of our online Gantt charts. At this point you can set up tasks, link dependencies and assign team members to do the work. Before you can execute that project plan, stakeholders have to see it and approve it. Luckily, it’s simple to share your Gantt charts with your stakeholders to get their thumbs-up. Then, you can share the plan with the team and prioritize your tasks so your resources match your capacity. Keep scope creep at bay with ProjectManager.com! Thanks for watching. Transcription Hello, I’m Jennifer Whitt, Director of ProjectManager.com. Welcome ProjectManager.com fans. I think you’re going to like this whiteboard session today, so thank you for joining us on Preventing Scope Creep. Well, I crack myself up sometimes because my unconscious wrote Preventing Scope Creeps, and I know we’ve all experienced scope creep before, but it’s better to recognize the scope creeps. You know, the resources on our projects or our stakeholders, or maybe our customers that are the people who inject the problems causing the scope creep. So I feel like it’s important, not only to put techniques in place to manage the scope creep, but also the scope creeps. What do they look like? Well, sometimes we think the scope creeps, the people who interject the scope on our project are scary-looking. Maybe they’re mean. But what we’ve learned is they’re more likely the people who you like the most. They’re the people who bring you the donuts and take you out to lunch. They’re your best buddy. You want to do everything for them. So they’re the ones always asking for the little extras. That’s what we’re going to talk about today. Here are some techniques we can put in place to help manage that. So these are seven tips that I’ve learned on how to stay on track. So number one, define the scope. I’m constantly amazed at how many projects I work with and they haven’t really identified the scope. Or maybe they kind of have an idea of what it is, but it’s important to know and define the scope up front before the project starts and not after the project starts. I know you’re laughing because you’ve seen it too. So it’s important to define it up front, agree on it with your change control board, your stakeholders, and your clients, and baseline. It’s important to baseline what the scope is before the project starts. Then, log the changes. Again, here’s another one. Totally shocked where the changes to the project or the scope aren’t documented. So we recommend document the change, evaluate the change, what change or how is that going to impact your projects, and approve it. Know what you’re going to do with it. Are we going to put it on hold? Are we going to approve it, implement that change, what are we going to do with it? It’s important that the change control board of your project makes that call and not you, the project manager, or otherwise, you’re going to be left holding the project bag in the end. Number three, re-baseline, so when those changes are approved or incorporated into the project, it’s important to baseline either the schedule or the project plan. That’s one simple thing that can be done, so I don’t know the statistic you look at. I know that several organizations including Gartner and many other organizations constantly look at what is the number of failed projects? So, consider your source. One source says 75% of projects fail. Well, most of that is in this area where people do not take control of the change. If merely once those changes are agreed upon by the stakeholders and your change control board, and then approved by that group, then to re-baseline it, then you might not have a failed project. It’s a difference between if you are in the 75% of failed projects or in the 25% of the successful ones. So if you just look merely at numbers, if there are ten project managers in the room with you, then 7.5, or if you round it up, eight of you are managing failed projects and two of you are successful ones. The slight difference can be something as small as whether you’re managing the changes of the scope and re-baselining your plans. Number four, request additional funding or resources. So, now the changes have been approved. You’ve re-baselined. But sometimes for some people it’s hard to go back and request additional resources, the funding you need to make those changes happen. If you agree upon this but you don’t go back and ask for the people, the funding, the resources that you need in order to do those changes, again, we’re back here in the statistic. Number five, watch for the signs. So for you as a project manager, always watching your team, the behaviors of your team. We feel like the signs are when things get too quiet, where people are working but you’re not getting any signals from the team or any feedback. Or things are always okay when you ask your project team or your team members, “How are things going?” and everything’s on track. Well, those, we feel like, are signs that something may not be right. So it’s always good to go back, check your team members, your project, look at things that are actually being completed and to see and evaluate “Are you really on track?” Are they taking the cookies and the brownies and the donuts from the scope creeps, implementing those changes in and quietly doing those? Only for you to find out at the end of the project where your scope had crept and you didn’t know about it. Number six, set priorities. Again, this goes back with the previous steps, having your change control board to evaluate and prioritize the changes. This happens when we usually see multiple groups, sometimes with your project and you have different stakeholders from different, say, business units who bring changes to you, and then it’s a squabble. Let the change control board decide which changes need to be approved. Let the change control board do that, otherwise you’re going to be in a bad position that you don’t want to be in. Number seven, avoid the traps. We’ve seen them all from the scope creeps where the little phrases that they say, “Well while you’re in there…” Or, “While you’re doing that could you do this too?” Or, “All you have to do is…” They have a simple solution, although they’ve never done it before. Or the one I love the most, “Hey, it will not take that long.” Well, based on what? Based on whose assessment? Based on them who’ve never done it before? Based on no changes or evaluation? So these are little traps we find ourselves in that we end up in the 75% or even higher number of failed projects. So, I have to admit, when I’m the customer, I’m actually a scope creep because I’m the one taking the cookies and the donuts and the pizza or any tactic I can find to get the additional things in that I want. So some of these tips I’ve learned from myself, not only from my project, but from myself being a customer on other projects where I’m the scope creep. So if you need any tips, tools or techniques to manage your scope creep, or better yet, identify the scope creeps, then visit us at ProjectManager.com. Project Scope 101 The Triple Constraint in Project Management: Time, Scope & Cost How to Write a Scope of Work (Example Included)
在我们解释如何在您的项目中避免范围蠕变之前,我们需要了解什么是项目范围和范围蠕变。 一个项目的范围是什么? 简单地说,项目范围是指完成一个项目所需的所有工作。您可以使用工作分解结构来帮助您识别项目的所有单独任务,活动和可交付成果。那么您将需要一个范围声明,它是一个项目规划文档,在其中您定义了项目的范围。 什么是项目管理中的范围蠕动? 范围蠕动是指在没有任何控制的情况下对项目范围进行更改时所发生的情况。这些变化还影响项目时间表,预算,费用,资源分配,并可能影响里程碑和目标的完成。范围蠕变是最常见的项目管理风险之一。 通常,当项目执行已经开始后添加新的项目需求时,就会发生范围爬行。这些更改通常没有得到适当的审查。因此,预计项目团队将以与原范围相同的资源,在相同的时间内完成更多的任务,可交付成果和里程碑。 另一方面,你可能会最终完成一个项目,其中有很多已批准的,考虑过的更改,这些更改永远不会结束,因为每次你认为你已经完成了,一个新的项目需求就会出现在你的收件箱中,你必须做出更多的更改。 为了控制您的项目范围并防止范围蔓延,您需要一个范围管理计划和一个变更管理计划。 范围管理计划 范围管理计划是项目计划的一个组成部分,它描述了如何建立和控制项目的范围。此文档包括您的工作分解结构,范围声明和范围将被利益相关者批准为项目基线的过程。 范围管理计划帮助项目经理确保涉众了解项目范围基线,以及对其的更改将如何影响整个项目管理计划。 变更管理计划 当然,项目总是会发生变化,但是重要的是要有一个适当的变化管理计划来控制这些变化。项目进度完全按照项目计划中的定义进行是非常罕见的。在大多数情况下,项目经理需要调整进度,预算和范围。然而,如果没有对变更管理过程的一些控制,项目经理就很难继续掌握工作并有效地管理项目。 范围蠕动示例 在三个月的时间里,一个项目经理负责交付一个新的软件。在进入计划阶段的几个星期后,项目的发起人添加了新的要求。在项目经理将新需求纳入项目范围后,发起人进行了更多的更改。 当然,项目经理回应说,如果给他更多的资源来执行添加到范围中的额外工作,这些更改就不成问题。临近三个月期限,赞助商心烦意乱,抱怨项目进度落后。项目经理解释说,基准项目计划过于雄心勃勃,额外的工作无法按期完成。 你能猜到接下来发生了什么吗?是的。项目经理被调离项目,被发起人指责“动作太慢”。这是范围蠕动的一个典型例子。即使有足够的资源来执行额外的任务,时间约束没有改变,因此项目经理未能在计划的项目时间表基线内交付这些任务。 如何避免范围爬行 不要让scope creeper破坏您的项目。以下是保持对项目范围控制的五种方法。 1.记录项目要求 避免范围爬行的最重要的一件事是记录您的项目需求。项目需求的明确定义允许您定义项目的范围。与所有项目涉众和用户交谈,以确定他们到底想从项目中得到什么。写下来。管理冲突。假设一个利益相关者希望他们的新网站是蓝色的,而另一个利益相关者希望它是绿色的,找人来仲裁并做出最终决定。确定需求的优先级,因为可能不可能做到所有需求。 记录涉众所说的一切可能会很耗时,但是一旦您这样做了,就在文档中捕获所有的需求。这个文档被称为需求管理计划,它应该包含管理项目需求所需的所有信息,例如如何跟踪需求以及更改需求的过程。在网上共享该文档,以便每个人都能轻松地看到它。 2.设置变更控制流程 需求文档只是一个起点。当有人想要改变某件事时会发生什么? 认为什么都不会改变是不现实的。您需要对项目进行管理和受控的更改,以防止范围爬行。为此,您需要一个变更管理计划,该计划定义了当项目计划需要变更时必须遵循的变更控制过程的过程。 变更控制过程非常简单。本质上,有人通过变更请求建议变更,它被审查,批准或拒绝,如果它被批准,然后被合并到项目计划中。如果您的项目管理软件具有变更管理功能,请使用它。 为您的项目设置变更管理流程意味着要考虑由谁来审查和批准变更。您可以与项目发起人或在团队会议上讨论它们。 没有一个过程,变化仅仅是……发生的。 3.制定明确的项目时间表 使用您的涉众的需求来确定您的项目范围。然后可以使用工作分解结构创建详细的任务列表。项目进度表是了解项目将交付什么的结果;它应该以任务,活动和里程碑的形式显示所有的要求以及它们将如何实现。这通常是在甘特图上做的。 您可以对照您的需求管理计划文档交叉引用您的项目时间表,以确保您没有忘记任何东西。 一旦你列出了时间表,确保你已经计划好了一些突发事件。如上所述,变化确实发生了。仅当未按照变更管理计划中定义的方式处理变更时,才会发生项目范围蠕动。 4.与利益相关者核实项目范围 检查您是否正确理解了涉众的需求是很重要的。你认为项目发起人的意思可能不是他或她的意思。人们常常在说话时心不在焉。花点时间回到您的涉众那里,比如投资者或项目发起人,并与他们分享需求文档。您还可以向他们显示您的项目日程,并确保他们期望看到的所有元素都在任务列表中表示。 你可能会发现他们改变了主意。确保在规划过程中及早调整项目计划以降低范围爬行的风险,而不是在项目开始后才发现,这一点很重要。 您还可以使用这些讨论来与您的发起人和涉众谈论变更控制过程。解释您将如何管理项目计划的更改,以及为了继续进行需要得到他们的批准。这是一个有用的时刻,可以提醒他们,他们可以有几乎任何他们想要的-如果他们准备支付它和项目需要更长的时间,如果他们包括新的需求! 如果项目干系人“太忙”而不想在这个阶段详细了解日程安排,温和地提醒他们您处于哪个阶段。有时,糟糕的沟通意味着关键涉众没有被告知需求收集过程实际结束了什么! 5.让项目组成员参与 当你的项目干系人感到高兴时,不要忽视确保你的项目团队成员也感到高兴。他们需要了解变更控制过程,以及它将如何影响他们。他们需要成为项目范围的守护者,保护者,而不是变革的推动者。 有时项目团队成员希望有所帮助,并且会同意在不应用正式的变更管理流程的情况下更改某些内容。解释他们不能在未批准变更的情况下同意变更,因为这会影响项目计划,并可能导致范围蠕动。如果他们想帮助涉众,最好的方法就是解释变更控制过程,并提供帮助记录变更。 范围蠕变在项目中是一个真正的问题,特别是当项目经理,团队和涉众不了解变更对资源,预算和进度的影响时。幸运的是,如果您清楚最初的项目范围,并且您在项目的生命周期中仔细管理对项目计划的更改,那么它不需要成为一个主要问题。 为了避免范围爬行并管理项目不断变化的需求,您需要一个能胜任任务的在线项目管理软件,该软件提供变更管理功能以添加新的变更并实时审查它们。通过ProjectManager.com,项目经理可以确定这些更改的优先级,并将工作分配给团队成员,当更改获得批准时,有人可以立即着手处理。 项目管理中的范围蠕变,由PMP解释 项目经理总是在监视他们项目的范围蠕动,然而问题仍然存在。这段视频提供了七种方法,在您的项目脱轨之前减轻这种风险。 在回顾中:项目管理范围爬行 PMP的JenniferBridges提供了这篇关于如何避免项目中范围爬行的短篇教程。她提供了计划技术,这些技术可以应用于按计划管理项目以及管理变更。她概述了预防和处理范围爬行的七种方法: 定义范围 记录更改 重新比较基准 请求更多的资金和(或)资源 留意征兆 设定优先级 避开陷阱 需要注意的是,有时范围爬行的原因是您的资源(本文将帮助您确定您的团队何时失去控制)。是谁在您的项目中制造问题导致范围蠕动?他们的范围可以从团队成员到利益相关者。您可以使用上面概述的相同的计划技术来帮助管理它们。 亲提示:记住要时刻关注自己,以及!作为项目经理,您希望确保您不是通过添加额外的特性和需求来扩展范围的人。发展一个协作团队,自由讨论和分享对项目的影响,是支持项目的最佳方式。 视频对所有这些问题进行了更详细的阐述。这是一本很好的入门读物,它解决了成功完成项目道路上的一个重要障碍。 ProjectManager.com如何抑制范围爬行 管理范围蠕动有点像管理项目。你要控制很多块,让它们聚集在一起,就像拼图一样。ProjectManager.com是一个屡获殊荣的项目管理软件,它组织项目和团队,让你按期进行。 当涉众建议更改时,您需要捕获它们。我们的软件拥有无限的文件存储量,因此详细的记录可以保存在一个地方。一旦你得到了需求,你需要分享他们,这只是一个点击离开我们的软件。 当发生更改时,添加控件是确保范围不发生爬行的最好方法。为此,我们有可视化工作流的看板。列是完全可自定义的,因此您可以创建标题为doing,testing和Done的列。现在,您可以跟踪每个请求,并确保它不会对更大的项目产生负面影响。 如果更改进入了done列,那么就应该创建一个项目时间表,将更改落实到项目时间线中。正如您在项目计划中所做的那样,您希望在我们的一个联机甘特图上安排工作。此时,您可以设置任务,链接依赖项并分配团队成员来完成工作。 在您可以执行项目计划之前,涉众必须看到它并批准它。幸运的是,与利益相关者分享甘特图以获得他们的称赞是很简单的。然后,您可以与团队共享计划,并确定任务的优先级,使资源与能力相匹配。使用ProjectManager.com阻止范围爬行! 感谢收看。 转录 大家好,我是Jennifer Whitt,ProjectManager.com的总监。欢迎ProjectManager.com的粉丝。我想您一定会喜欢今天的白板会议,因此感谢您参加我们的“防止范围爬行”课程。 嗯,我有时会崩溃,因为我的潜意识写了“防止作用域爬行”,我知道我们都经历过作用域爬行,但最好是认识到作用域爬行。你知道,我们项目上的资源或者我们的利益相关者,或者我们的客户,这些人注入了问题,导致了范围的蔓延。 所以我觉得这很重要,不仅要有技术来管理范围爬行,而且要有范围爬行。他们长什么样?嗯,有时我们会觉得范围很小,在我们的项目中插入范围的人看起来很吓人。也许他们很刻薄。但我们了解到,他们更可能是你最喜欢的人。 他们是给你带甜甜圈和带你出去吃午饭的人。他们是你最好的朋友。你想为他们做一切。所以他们总是要求额外的小东西。这就是我们今天要讲的。这里有一些我们可以用来帮助管理的技术。 所以这是我学到的七个如何保持正轨的建议。所以第一,定义范围。我经常惊讶于我合作的项目有多少,而他们还没有真正确定范围。或者可能他们对它是什么有一个概念,但是在项目开始之前,而不是在项目开始之后,知道和定义范围是很重要的。我知道你在笑,因为你也看到了。 因此,预先定义它,与变更控制委员会,涉众,客户和基线达成一致是很重要的。在项目开始之前确定范围的基线是很重要的。然后,记录更改。再说一遍,这是另一个。当对项目或范围的更改没有被记录下来时,我感到非常震惊。因此,我们建议记录变更,评估变更,什么变更或它将如何影响您的项目,并批准它。 知道你要用它做什么。我们要搁置它吗?我们是否要批准它,实施那个改变,我们将如何处理它?重要的是,项目的变更控制委员会做出了这个决定,而不是你,项目经理,或者其他的人,最终你将被留在手中。 第三,重新比较基准,所以当这些变更被批准或合并到项目中时,比较基准的时间安排或项目计划是很重要的。这是一件可以做到的简单的事情,所以我不知道你们看到的统计数字。我知道有几个组织包括Gartner和很多其他的组织不断的看失败的项目的数量是多少? 所以,考虑一下你的线人。有消息称75%的项目都失败了。好吧,大部分是在这个领域,人们不能控制变化。如果仅仅在这些变更得到涉众和变更控制委员会的同意,然后得到该小组的批准,然后重新设定基准,那么您可能不会有一个失败的项目。这是一个区别,你是在75%的失败项目,还是在25%的成功项目。 所以如果你只看数字,如果有10个项目经理和你在一起,那么7.5个,或者如果你把它取整,你们中有8个管理失败的项目,其中两个是成功的。细微的差别可以很小,比如你是否在管理范围的变化和重新设定计划的基准。 第四,请求额外的资金或资源。所以,现在修改已经被批准了。你重新设定了基准。但有时对一些人来说,很难再回去请求额外的资源,你需要的资金来实现这些改变。如果你同意这一点,但你不回去要求人民,资金,资源,你需要做这些改变,再次,我们回到这里的统计数字。 五号,注意信号。所以作为一个项目经理,你要时刻关注你的团队,关注你团队的行为。我们觉得迹象是当事情变得太安静,人们在工作,但你没有从团队得到任何信号或任何反馈。或者当你问你的项目团队或者你的团队成员,“事情进展如何?”并且一切都在正轨上时,事情总是好的。好吧,这些,我们觉得,是某些事情可能不对劲的征兆。 所以,回到过去,检查你的团队成员,你的项目,看看实际正在完成的事情,看看并评估“你真的走上正轨了吗?”他们是不是从范围爬行中拿走了饼干,布朗尼和甜甜圈,实施了那些改变,并且悄悄地做了那些?只有在项目结束时,您才会发现您的范围在哪里发生了变化,而您并不知道这一点。 第六,确定优先次序。同样,这会回到前面的步骤,让您的变更控制板来评估变更并确定变更的优先级。当我们通常看到多个小组时,这就发生了,有时对于您的项目,您有来自不同的利益相关者,比如说,给您带来变化的业务单位,然后就会发生争吵。让变更控制委员会决定哪些变更需要批准。让变更控制板这样做,否则你将处于一个你不想处于的糟糕境地。 七号,避开陷阱。我们已经看到他们都在潜移默化地说,“好吧,当你在那里……”或者,“当你在做那个的时候,你也能做这个吗?”或者,“你所要做的就是……”他们有一个简单的解决方案,尽管他们以前从来没有这样做过。或者我最爱的人,“嘿,不会花那么久的。” 基于什么?根据谁的评估?基于那些从未做过的人?基于没有变化或评估?所以这些都是我们发现自己陷入的小陷阱,我们最终陷入了75%甚至更高数量的失败项目。 所以,我必须承认,当我是顾客的时候,我实际上是一个范围爬行者,因为我是那个拿饼干,甜甜圈,披萨或者任何我能找到的策略来获得我想要的额外东西的人。因此,我从自己身上学到了一些技巧,不仅是从我的项目中学到的,也是从我作为其他项目的客户中学到的,在这些项目中,我是一个范围爬行者。 因此,如果您需要任何提示,工具或技术来管理您的范围爬行,或者更好的是,识别范围爬行,那么请访问我们的ProjectManager.com。 项目范围101 项目管理中的三重约束:时间,范围和成本 如何编写工作范围(包括示例)

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