Impact of Scope Change on Project Objectives: A Case Study of Omantel

This research explores the impact of scope change on project management, specifically focusing on Omantel Company. The study discusses various concepts and theories related to project management, including complexity theory and disruption theory. It identifies causes for scope changes and applies positivism research philosophy with deductive approach as methodology. Data was collected through mixed methods, including online surveys and interviews, and analyzed using both qualitative and quantitative data analysis. The findings highlight the risks associated with changing project scope during design and implementation stages, including budget constraints, reduced team morale, and increased risk. Ultimately, the study concludes that scope changes can disrupt project objectives and suggests improving deliverable quality as a potential solution.

Coventry University Middle East College
Dissertation Submission
in Partial Fulfilment of the requirements for the degree of
MBA (IT)
“Evaluating the effect of project scope change on project
objectives at Omantel Company”
By: (Yousuf Abdullah AL Jabri) To: (Festus Odhigu)
PG15F1569

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ACKNOWLEDGEMENT
Conducting this research has been one of the most enriching experiences of my life. The
contribution of this research to enhance my knowledge base and analytical skill has been
paramount. It gave me the opportunity to face challenges in the process and overcome them. This
would not have been possible without the valuable guidance of my professors, peers and all the
people who have contributed to this enriching experience. I would like to take this opportunity to
thank my supervisor Festus Odhigu for the constant guidance and support provided to me during
the process of this research. It would not be justified if I did not thank my academic guides for
their important and valuable assistance and encouragement throughout the research process. I
would also like to thank my friends who had provided me with help and encouragement for
collecting primary data and valuable resources. Finally, I would like to thank the professionals
from the retail industry who have participated in the research survey and provided with valuable
inputs into the subject. The support of all these people has been inspiring and enlightening
throughout the process of research in the subject.
Heartfelt thanks and warmest wishes,
Yours Sincerely,

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Abstract
This research talks about the effect if the scope change in the project of the Omantel Company.
Various concepts of the project management have been discussed in this research. The scope of
the project is to analyze the change in the scope of the project and its impact in the company.
Various theories and models including Complexity theory and Disruption theory have been
discussed in this research study for gathering knowledge about scope change. Mixed method of
data collection has been used in this research in order to collect data and information. Both
qualitative and quantitative data analysis method have been used in this research. Online survey
questionnaire and interview have been organized to gather data and information related to the
research. The scope change in a project can result to adjustment of the activities and it can
provide satisfaction to the beneficiaries. The outcomes of research have fulfilled the objectives
and aim of the research.
Table of Contents
Chapter 1: Introduction..................................................................................................................10
1.1 Background of the Study.........................................................................................................10
1.2 Statement of the research problem..........................................................................................12
1.3 Aims and objectives of the study.............................................................................................13

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1.3.1 Aims..................................................................................................................................13
1.3.2 Research Objectives..........................................................................................................13
1.4 Research Questions..................................................................................................................14
1.5 Scope of the study....................................................................................................................14
1.6 Significance of the study.........................................................................................................15
1.7 Limitation of the Study............................................................................................................15
1.8 Operational Definition of Terms.............................................................................................16
1.9 Structure of the Research.........................................................................................................17
Figure 1: Research structure..................................................................................................17
1.10 Summary................................................................................................................................18
Chapter 2: Literature Review.........................................................................................................19
2.1 Introduction..............................................................................................................................19
2.2 Previous research works..........................................................................................................19
2.3 Theoretical understanding.......................................................................................................20
2.3.1 Complexity theory............................................................................................................20
2.3.2 Disruption theory..............................................................................................................21
2.4 Effects of project scope change on project objectives.............................................................22
2.4 Causes of project scope change...............................................................................................23
2.5 Process of project scope change management.........................................................................26
Figure 2: Process of project scope change management.......................................................29

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2.6 Challenges in the management of project scope change.........................................................29
2.7 Influence of information technology on project scope management.......................................31
2.8 Gap analysis.............................................................................................................................32
2.9 Conceptual framework.............................................................................................................33
Chapter 3: Research Methodology................................................................................................34
3.1 Introduction..............................................................................................................................34
3.2 Research Onion........................................................................................................................34
Figure 3.1: Research Onion...................................................................................................35
3.3 Research Philosophy................................................................................................................35
Figure 3.2: Research Philosophy...........................................................................................36
3.4. Research Approach.................................................................................................................37
Figure 3.3: Research Approach.............................................................................................38
3.5 Research Design......................................................................................................................38
Figure 3.4: Research Design..................................................................................................39
3.6 Data collection technique........................................................................................................40
3.7 Data collection instruments.....................................................................................................41
3.8 Population of the Study...........................................................................................................42
3.9 Sampling technique and Sample size......................................................................................42
3.10 Data analysis technique.........................................................................................................44
3.11 Research instruments Validity and Reliability Testing.........................................................45

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3.12 Pilot Test................................................................................................................................46
3.13 Legal, social and ethical considerations................................................................................47
3.14 Summary................................................................................................................................48
Chapter 4: Data analysis................................................................................................................49
4.1 Introduction..........................................................................................................................49
4.2 Primary Data Analysis.........................................................................................................49
4.3 Summary..............................................................................................................................89
Chapter 5: Summary of findings, Conclusion and Recommendation...........................................91
5.1 Introduction..........................................................................................................................91
5.2 Summary of Findings..........................................................................................................91
5.3 Conclusion...........................................................................................................................93
5.4 Recommendations................................................................................................................94
5.5 Future Research works........................................................................................................96
References......................................................................................................................................97

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List of figures
Figure 1: Research structure..........................................................................................................13
Figure 2: Process of project scope change management...............................................................25
Figure 3.1: Research Onion...........................................................................................................31
Figure 3.2: Research Philosophy...................................................................................................32
Figure 3.3: Research Approach.....................................................................................................34
Figure 3.4: Research Design..........................................................................................................35
Figure 4.2.1: Pie chart showing gender of the respondents...........................................................46
Figure 4.2.2: Bar graph showing age group of the respondents....................................................47
Figure 4.2.3: Column showing academic qualification of the respondents...................................48
Figure 4.2.1: Bar graph showing responses on project scope change...........................................50
Figure 4.2.2: Bar graph showing changing project scope during implementation of project.......52
Figure 4.2.3: Column graph showing project scope change challenges in project planning.........53
Figure 4.2.4: Pie chart showing project time change impacts on project quality..........................54
Figure 4.2.5: Column showing project scope change can affect project objectives......................56
Figure 4.2.6: Column showing achieving project objectives lead to the project success..............57
Figure 4.2.18: Column showing project scope change can affect budget.....................................59
Figure 4.2.8: Column graph showing project scope change impacts on project time..................60
Figure 4.2.9: Bar graph showing project scope change impacts on employees’ and stakeholders’
morale............................................................................................................................................62
Figure 4.2.10: Pie- chart showing project scope has effect on business needs.............................63
Figure 4.2.11: Pie-chart showing project scope change is risk on business..................................64
Figure 4.2.12: Column graph showing project scope change impacts on project resourcing.......66

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Figure 4.2.13: bar graph showing poorly defined initial requirements can lead to project scope
change............................................................................................................................................67
Figure 4.2.14: Bar graph showing IT Technologies can impact on project scope change............68
Figure 4.2.15: Bar graph showing Information Technologies help to define project scope.........70
Figure 4.2.16: Scatter diagram showing control project scope change.........................................71
Figure 4.2.17: Bar graph showing clarity in initial stage leads to project scope change...............72
Figure 4.2.18: Bar graph showing project scope change creates uncertainties in project.............73
Figure 4.2.19: Pie-chart showing project scope change can create challenge in functional
requirement....................................................................................................................................75
Figure 4.2.20: Line graph showing technical requirement poses issue project scope change.......76
Figure 4.2.21: Scatter diagram showing project objectives can be measured through Key
Performance Indicators..................................................................................................................78
Figure 4.2.22: Bar graph showing project scope change can disrupt the project objectives.........79
Figure 4.2.23: Pie-chart showing project scope change can occur in design phase......................80
Figure 4.2.23: Column graph showing causes of project scope change........................................82
Figure 4.2.25: Bar graph showing challenges facing in project scope in Omantel
Telecommunications......................................................................................................................83
Figure 4.2.26: Line graph showing project time change can impact on project quality................85

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List of tables
Table 3.1: Sampling for survey.....................................................................................................41
Table 3.2: Sampling of interview..................................................................................................41
Table 4.2.1: Gender of the respondents.........................................................................................48
Table 4.2.2: Age group of the respondents....................................................................................49
Table 4.2.3: Academic qualification of the respondents...............................................................50
Table 4.2.4: Work tenure of the employees...................................................................................51
Table 4.2.1: Responses on project scope change...........................................................................52
Table 4.2.2: Changing project scope during implementation of project.......................................53
Table 4.2.3: Project scope change challenges in project planning................................................55
Table 4.2.4: Project time change impacts on project quality.........................................................56
Table 4.2.5: Project scope change can affect project objectives...................................................58
Table 4.2.6: Achieving project objectives lead to the project success..........................................59
Table 4.2.7: Project scope change can affect budget.....................................................................61
Table 4.2.8: Project scope change impacts on project time...........................................................62
Table 4.2.9: Project scope change impacts on employees’ and stakeholders’ morale..................63
Table 4.2.10: Project scope has effect on business needs..............................................................65
Table 4.2.11: Project scope change is risk on business.................................................................66
Table 4.2.12: Project scope change impacts on project resourcing...............................................67
Table 4.2.13: Poorly defined initial requirements can lead to project scope change....................69
Table 4.2.14: IT Technologies can impact on project scope change.............................................70
Table 4.2.15: Information Technologies help to define project scope..........................................71
Table 4.2.16: Control project scope change..................................................................................73

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Table 4.2.17: Clarity in initial stage leads to project scope change..............................................74
Table 4.2.18: Project scope change creates uncertainties in project..............................................75
Table 4.2.19: Project scope change can create challenge in functional requirement....................77
Table 4.2.20: Technical requirement poses issue project scope change........................................78
Table 4.2.21: Project objectives can be measured through Key Performance Indicators.............79
Table 4.2.22: Project scope change can disrupt the project objectives.........................................81
Table 4.2.23: Project scope change can occur in design phase.....................................................82
Table 4.2.23: Causes of project scope change...............................................................................84
Table 4.2.25: Challenges facing in project scope in Omantel Telecommunications.....................85
Table 4.2.26: Project time change can impact on project quality..................................................87

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Chapter 1: Introduction
In this chapter, the main focus is to highlight research background, aim, objectives,
questions and most importantly the problem statement. In the end of this chapter, the structure of
the research and limitation of the study has been prescribed.
1.1 Background of the Study
In any project management framework, the ultimate objective is to have the right results
at the end of the project. Moreover, result must be achieved through maintaining and fulfilling
the scope. In completing the project, there are mainly two types of constraints, budget and
deadlines. In failing the project, these two principles are responsible. As stated by Larson and
Gray (2013), implementing the project process and requirements of the project are a feasible
approach to create a project management scope. Projects must be managed through observing the
success and success of any project is depended on the schedule, cost, budget, framework and
appropriate methodology of the project. However, most importantly, stakeholders of the projects
look at the completion of specific goals and outcomes. Finishing the project on time requires
framing the requirement for the project. Planning is a significant part of the project in setting the
scope of the project and after the planning; it is needed to agree with the delivering of the
intended outcomes. Including the project, the scope must be followed throughout the lifecycle of
the project. (Kerzner 2013) agreed about this maintaining project scope is the process of
managing all the steps and work that are required to finish the project on time, successfully.
Moreover, project scope can be defined as the project planning that is associated with a list of
project objectives, features, deliverables, tasks and functions. In specific, project scope is the
ultimate needs of the project that should be achieved in delivering the project.

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Scope change is the decision that is taken by the project manager and stakeholders of the
project. This change is all about reducing or expands the project tenure or the budget of the
project. As opined by Schwalbe (2015), project scope is basically involved with cost, features,
timeline and budget of a project. On the contrary, scope creep is associated with the concept of
setting a scope of building a product or managing a project slowly grows out of the project as it
was originally defined in the scope of the project. However, Project scope concept is related to
the objectives of the project as the objectives have to be changed in case scope is changed. As
mentioned by Fleming and Koppelman (2016), project goals are set by the experienced project
managers in achieving the overall context and the project is trying to obtain those goals at the
end. Moreover, the stakeholders should know about the goal, on the other side, project objectives
are related to the lower level statement in describing the tangible products or specific
deliverables that are going to gain at the last level of the project.
The scope is significant as all the allocation and planning of resources is done according
to the project. In any case, project scope changes, objectives and outcomes of the project are
changed also. The change occurs in two reasons, external factors, market situation, industry
analysis and government regulations, in addition, internal factors are stakeholders' demand,
insight issues. Controlling the scope change is necessary as it provides management of risks and
objectives of the project. Without maintaining the change control, moving project can fail and
objectives cannot be met. These are done through following the performance of project manager.
Oman Telecommunications Company (Omantel) is an internet service provider in Oman
and it is the first telecommunication company in Oman. This company has its share of 65% of
WorldCall Pakistan in the year 2008. Omantel Company was established in the year 1998 and
headquarter is in Muscat, Oman (Omantel.com 2017). Oman government owns 51% share of this

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company. Current CEO of the organisation is Talat Said Mathoon. Net income of the
organisation in 2016 was $126 million. Omantel has 10 submarine cables in Oman and this
organisation has announced to implement FTTH technology service in Oman. Omantel provides
the facility of the rewards programme, broadband, postpaid, prepaid and SmartTV services.
1.2 Statement of the research problem
Omantel Company, they provide the services of wireless telephony, wireline telephone
services and internet services. In addition, their services range to Integrated Services Digital
Network (ISDN), SMS, Voice Mail and high-speed broadband services. Recently, Oman
telecommunication industry had to go within a change as the telecommunication market has been
liberalised by the Government as the country's business entered WTO (World Trade
Organisation) (Prakash and Mathew 2015). This contract of entering into WTO, it is specified
that organisations of telecommunication industry have to face competitive challenges by the
market rivalries. Now, the wireless and broadband internet services are open up for all
companies in Oman, as of now, all the telecommunication companies of Oman have to revise the
strategies in order to accelerate the deploying services and products in the market with
competitive prices (Al Jabri et al. 2017).
In this condition, Omantel Company has to bridge the gap between organisational
strategies and project management. There are two types of project management; first one is
traditional project management and organisational project management. In case of traditional
project management is project oriented, and project methodologies follow the corporate process.
On the other side, organisational project management is organisation oriented and it follows life
cycle integrated corporate process. However, in the previous time, the organisation has its own

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objectives and scope of business, now, the organisation has to set the project scope change and
that will definitely pose issues in meeting the objectives of the projects. Omantel Company has
to make up the time with logic sequences. As stated by Walker (2015), project management is a
field that can provide surety in producing the products and services of organisation on time.
Moreover, the government has its share in Omantel Company; however, Telecommunication
Company has been going through the phase of privatisation. The organisation now follows the
demand of ‘lean and mean’ structure and this might be the requirement in project management.
In recent changes in Oman telecommunication rules and regulations, the existent projects of
Omantel Telecommunication Company will be in trouble and may end up doing more work than
the original agreed to and budget of the projects may get higher. Omantel Telecommunication
has been trying to implement ERP (Enterprise Resource Planning) project to gain the
competitive advantage with stopping the reasons of project failure. Moreover, Omantel is one of
the leading telecommunication providers to oil and gas sector. Recently, Omantel has made a
strategic partnership with BP Oman in order to make up comprehensive telecommunication
services. This project can also be hampered through WTO agreement and project scope change
can lead to change the objectives of the project.
1.3 Aims and objectives of the study
1.3.1 Aims
The aim of the research to is to explore the impact of project scope change on project
objectives, in light of Omantel Telecommunication Company.
1.3.2 Research Objectives
The research objectives are as follows:

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1. To evaluate the effect of project scope change on project objectives at Omantel Company
2. To determine the causes of project scope change
3. To understand project scope change management process of Omantel Company
4. To analyse the challenges in the management of project scope change at Omantel company
5. To determine the influence of information technology on project scope management at
Omantel Company
1.4 Research Questions
The following are the research questions:
1. What are the effects of project scope change on project objectives at Omantel Company?
2. What are the causes of project scope change?
3. What is the process of project scope change management at Omantel Company?
4. What are the challenges in the management of project scope change at Omantel Company?
5. What are the influences of information technology on project scope change management at
Omantel Company?
1.5 Scope of the study
The scope of the study is to get first-hand knowledge about project scope change and its
impact on project objectives. It was focused mainly on the scope change management and its
impact on project objectives and its role on Omantel Company. The research is carried on the

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relationship between project scope change and project objectives. These are the two variables
and it is mainly focused on the Omantel Company’s project change management that can
influence on project objectives. Project scope change can generate the improved benefits and
organisation can allow. This study strives to find out the relationship between project objectives
and project scope change management. This study has been done using the deductive approach
as it helps to continue a study of existing literature and the researcher can take information from
existing theories. Moreover, qualitative research design is used in this project as qualitative
design helps to gather and analyse the data in an observational way. A Clear understanding of the
topic about scope change and project objectives can be achieved through qualitative analysis.
1.6 Significance of the study
This study will give benefits to the project management study in understanding the
variables of project scope management and objectives of the project. The interest of this study
mainly focuses on social, academic, personal scientific and government. For Omantel Company,
this research paper can work as a secondary document to improve their project management
scope in order to intact their objectives. This study will help the future researchers to have
information about project scope change and brief idea about telecommunication sector of Oman.
Project managers of telecommunication field can have benefited from this study to analyse the
project scope change process in case any challenges faced. Recent project change issues of
Omantel and project objectives of Omantel can be understood through this. The readers of the
study will understand from theoretical perspectives to meet the requirements of the project. This
paper can be used as a reference material in project scope change management in
telecommunication sector.

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1.7 Limitation of the Study
The core limitation of the study to secure the data and primary data is used in order to
conduct the study. The researcher prepared the questionnaire in order to collect the primary data
and framing of open-ended questions was a tough job for the researcher. The researcher had to
review the questionnaire and documents in order to interview the project managers. In taking the
face-to-face interviews of project managers, the researcher has tackled confidence issue. The
sample of the study had to keep small as the respondents did not want to reveal about project
scope change. If the researcher had more time to continue the research, he could have accesses
more data and sample size of the research would be higher. In accessing of the confidential
organisation based information was hard to deal. The researcher faced limitation in handling a
large amount of data. Moreover, time constraint as the researcher did not have enough time to
generate the data as well as analyse them. The researcher has faced the issues of budgetary
constraint.
1.8 Operational Definition of Terms
Project management: It is the specific application of skills, knowledge and tools to meet the
stakeholders’ need.
Project scope: It is the work that should be accomplished with functions and features when the
projects get completed (Kerzner 2013).
WBS: Work Breakdown Structure. It is about the steps to follow to complete a project.
Project scope change: It is the process of tracking and making the changes that are done to the
initial project scope (Fleming and Koppelman 2016).

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Project objectives: It describes the tangible product and specific deliverables of the project
(Larson and Gray 2013).
Critical path: It is a sequence of activities to complete the project on schedule. It helps in not to
make delay on the project (Prakash and Mathew 2015).
Gantt chart: This is bar chart to depict activities to demonstrate the beginning and end-date of
the project (Al Jabri et al. 2017).
Lifecycle: This is the process in building deliverables of the project.
1.9 Structure of the Research
Figure 1: Research structure
(Source: Created by author)

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Chapter 1: In chapter one, problem statement of the study has been described with setting aim,
objectives and questions of the research.
Chapter 2: In the literature review section, theoretical analysis of the study has been done. In
this chapter scholarly paper has been reviewed.
Chapter 3: In the methodology section, the process of collection of data has been revealed. The
process of data collection and data analysis mainly pointed out in this chapter.
Chapter 4: In data findings and data analysis section, the findings of data collection have been
produced with analysis making a link with theoretical perspectives.
Chapter 5: In the conclusion and recommendations section, the conclusion has been drawn on
analysis and recommendations have been given based on the analysis. Objectives have been
linked with analysis whether they are met or not.
1.10 Summary
In this chapter, the aim, objectives, questions and limitations of the project have been
explained. Moreover, the possible outcomes of the research have been outlined. Background
information of Omantel Company has been specified with highlighting the problems facing by
the organisation in managing the project scope. The structure of the researcher has been made to
proceed with this study.

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Chapter 2: Literature Review
2.1 Introduction
In this chapter, scholarly paper and articles will be reviewed to get the substantive ideas
and findings of the topic of project scope management. The theoretical understanding of the
topic would be done in this chapter. The theories and models of the two variables will be applied
to have the ideas from secondary papers. The independent variable of the topic is project scope
change and the dependent variable is projected objectives. The relationship between these two
variables has been specified in this chapter through existing literature analysis.
2.2 Previous research works
It has been observed that project management principles have been shifted and this
shifting is noticed in the individual competencies that shift to organisational competencies. As
mentioned by Khan (2016), the process of linking of project management to the organisational
strategy is the ultimate focus of the study. However, the study focuses about five basic steps of
project completion, initiation, planning, execution, control and closeout. The project objectives
are set to meet the organisational scope of the project. However, this action-research study
focuses on the telecom operator. Project scope management means to the set of methods that can
ensure a project scope must be mapped and defined in an accurate way. Scope management
process gives the advantage the project managers to allocate the right amount of necessary work
to complete the project and it enables the project managers to control what is not the part of
project scope. In addition, there are three methods of project scope management and first method
is planning. In this part, planning is an attempt to capture the idea what should be done (Dumont

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et al. 2017). In the second part, controlling is the process to focus on project change and track the
approving changes. In the third part, closing includes the accounts of project deliverables that are
results for the actual plan.
As mentioned by Clark (2015), missing from project scope definition can lead to a
problem in completing a project and this is the appropriate way to grab the project deliverables.
Changes of scope can create issues with hampering the basic quality of the project. However, the
success of the project is depended on the objectives that can create the problematic situation. In
addition, project scope is the set of clear identification that is needed to complete as a
deliverable. Project managers' role is to check whether the work is being done or not. Project
scope is also the boundary of the project and if something is required for changes, the project
managers can change the scope statement (Atkinson et al. 2016). The project managers must take
a look on the deliverables if there need some change. They must look closely at the schedule,
resources and budget in managing the change request. Project objectives are set in starting phase
of the project, project scope change can bring change in the project objectives. Key stakeholders
should be informed about the project scope change and project managers can make Change
Control Board in approving and disapproving the changes.
2.3 Theoretical understanding
2.3.1 Complexity theory
According to Mirza et al. (2013), complexity theory discusses the interacting elements
that are self-organized in order to create a potentially evolving framework to showcase the
hierarchy of developing system properties. While making the project life cycle, project managers
get tensed as when the project will end and the process of completing the project. In case, the

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project is running late behind the schedule, the project managers think over delays and try to
complete within the budget. This theory describes the reasons behind changes that may happen
during a project. As stated by Stevenson and Hojati (2017), complexity theory expects to
characterise how request and examples emerge out of apparently clamorous frameworks and how
complex conduct and structures rise up out of basic hidden principles. The theory’s concentration
is to decide how frameworks comprising of numerous components can prompt efficient and
unsurprising conduct. Despite the fact that it is conceivable to ponder the ramifications of
complexity theory to grow better techniques for managing the progressions that is achieved
through confusion and flight conditions. The methods of insight and thoughts behind complexity
theory ought to be utilized to support diverse administrative point of view in regards to the way
frameworks and associations work. A crucial point with respect to the many-sided quality
theories with regards to extending administration is that a venture group is an interpersonal
organization: a social structure of hubs that are joined by some type of relationship. The impacts
and boosts that are experienced by this interpersonal organisation have more ramifications for
the achievement of the undertaking than the conventional task controls (Clark 2015). Expelling
the concentration from conventional venture controls and looking toward dealing with the
informal community will help extend leaders with venture objective accomplishment.
2.3.2 Disruption theory
As stated by Knights and Willmott (2016), there might be chances of disruption in a
project, if any changes occur after the scope has been outlined. In case of any change request
comes from stakeholders, the project managers have to stop the motion of the project. The speed
of the project is hampered and forward motion needs to stop. The team leaders think about the
change and change scope management has to apply. Disruptive theory brings forth new markets

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and the organizations that enter these new markets would have the primary mover advantage in
future. Be that as it may, it is hard for huge fruitful organisations to enter these business sectors
since they need to enter substantial markets that are fascinating for them benefit astute.
According to Baccarini (2014), a little auxiliary organisation, which can be pulled in by low
edges and little picks up, can experience this guideline.
2.4 Effects of project scope change on project objectives
Scope management emphasises on controlling and identifying what should be avoided in
completing the project. Verzuh (2015), further added that scope of change management is to
provide surety that any kind of unauthorised changes would be done during the project.
However, some basic changes have to be made during the project like cost, budget and time
schedule. Project scope change is about undertaking the formal investigation and approval
process of changes in all levels including internal and external stakeholders. As supported by
Shirazi et al. (2017), scope changes are documented by the project sponsors and each stakeholder
of the project.
Completing all the project steps successfully is a basic principle of the project; however,
project objectives must be set in the beginning. This is the lower state of the project about time
and deliverables. Project change scope can influence the factor that must ensure that changes
must be beneficial. Managing the actual changes is necessary for controlling the measures (cost
control, time control and quality control). As argued by Collins et al. (2017), project objectives
are set earlier and in case project scope changes, it is obvious that project objectives will not be
fulfilled and throughout a life of the project, managers have to face challenges for this. Team's
ability can be judged through this and project managers' should weigh benefits of the scope as

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objectives and goals have to be altered for this. In case any request is considered to be altered
from the agreed objectives and scope, it has to be defined to be part of the project. On the
contrary, as opined by Snyder (2014), if the organisation's project priority has changed, the scope
and objectives remain valid as the managers take these as business needs. It can be deduced that
organisation's scope change is the high priority and it has to be addressed correctly without any
delay. In the telecom sector, in case of the project change, it can apply to modules, objectives
and definition of documentation.
At the point when changes happen, for reasons unknown, a tight change control process
can enable to keep the venture on track. Once the progressions are made, there is quite often a
going with increment in the financial plan as well as the expansion of the calendar (Highsmith
2013). In any case, it has been seen that on a few ventures even high quantities of changes and
extreme measure of degree increment have been added to the task with no timetable expansion
given to play out a similar work. In order to exacerbate the situation, plan affect has not been
surveyed as a component of the change procedure. It is a key that all progressions are surveyed
in the measurements of the spending design, the asset design, and the undertaking plan.
Additionally, recall that if additional work is added to the task it isn't self-financing and more
spending plan ought to be added to cover this expansion in workload. As opined by Turner
(2013), degree changes can originate from an interior or outside source, yet in the event that
solicitations for change are visit and various it can be an unmistakable marker of an ineffectively
characterized venture scope and an inadequately characterized venture standard.

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2.4 Causes of project scope change
Project managers have to change the scope as it is related to the various causes and
issues.
Stakeholders’ mind:
Stakeholders of the project can change their mind as their opinion about the quality of the
projects may change with time. With the development of the project, the stakeholders may think
that the project may not incorporate the ideas. The new ideas can impact the project and in case,
it is not associated with the project, the project managers have to change it again. Knights and
Willmott (2016), supported this idea that in the project elicitation phase, a maximum change of
project scope is done. Project stakeholder is a top manager and top management may or may not
support the project changes. Failure of the project changes can be visible and dramatic and top
managers need to make in-depth project plans. Project teams are the people that are dedicated to
the project and project teams face difficulty in changing the project scope. Resource managers
are the stakeholders and their relationship with the change of the scope is also important (Munns
and Bjeirmi 2016). Customers are the significant stakeholders and they hold the power to reject
or accept the changes and customers must be informed of scope changes.
Regulatory change
A project takes time to complete and when a project is planned there might be some
regulations in the country, those regulations can change with time. New implementation of
regulatory change may result to change of project scope. The project managers have to make the
project and business to follow the regulatory standards (Ika 2014). At the point when controls
change or best practices on meeting administrative commitment shifts, it isn't sufficient to refresh

25
arrangements. Project managers should likewise start undertaking and activity designs intended
to evaluate the hierarchical effect. These would incorporate potential item offering amendments,
official administration training, consistency chance appraisals, review program and different
changes required to remain inconsistence (Turner 2014).
Poorly planned requirements:
In the definition phase, the project may face the issue of poorly planned definition and in
the long run, this project may lead to failure. In development stages, the project plan may impact
the overall project as the uncertainty of requirement can create issues and assumptions of project
deliverables may change, these may result to define the scope against (Gorecki 2015). Arranging
is the establishment of which project managers' base the undertaking execution. Without a solid
and stable establishment, the task is more than prone to crumble around. Great arranging will
guarantee that the assets are in a perfect world used. Project managers should not squander assets
when arranging a task as this will bring about the decline of the general benefits from the
undertaking. According to Osei-Bryson (2015), the entire group should fill in as a unit to finish
the assignments. Uncalled for arranging will bring about the task of repetitive assignments, along
these lines expanding the cost and time taken to finish a venture.
Sponsorship change
Sponsorship of the project can change anytime and sponsors can bring a new concept of
the project. A different project manager may not want to go with the idea of previous one, in case
of benefits of the project, change scope management is conducted. Numerous issues identified
with scope change administration depend on not understanding the part of a support in this vital
task administration process. As a rule, the support is the individual who is subsidizing the task

26
and is responsible for the association to ensure the business estimation of the undertaking is
accomplished. The customer was typified in one individual, it would be the support. Now and
then the support is high up in the venture and isn't open to satisfy the part on an everyday
premising (Phillips 2013). In these cases, the support should assign an expert to one of their
immediate reports with the goal that somebody needs to go to while overseeing degree change on
the venture.
Business strategy change:
A business may want to change the strategy or process due to any external factors. This
may result to change of scope and business strategies are reviewed regularly by the managers
and principles of business should stand up front. A change in the business strategy can change
the scope of the project and objectives of the project may change also. As opined by Chanas and
Zielinkski (2013), an ongoing project scope needs to be changed as organisation’s strategic
direction may not support this. The business strategy needs to be engaging and strategic plan
should engage all the stakeholders. The project managers should engage all the stakeholders by
underlying the insights (Prakash and Mathew 2015). The senior management team can execute
the strategies by communicating to all. Project scope change can bring innovation and strategic
plans include all focus on the project management.
2.5 Process of project scope change management
In the running of a business, the project can experience unexpected changes as some
things may not be integrated with project scope. Hartley and Wortham (2016) opined that scope
change may arise in any phase of the life cycle of a project; however, it is an objective of the
project manager to avoid the project scope change. On the other side, scope change must align

27
with project goals and strategy of the initial stages. A change request can come from
stakeholders and team workers of the project can be affected by the project changes.
Management of project change follows some basic steps:
1. Submittal:
A change request can come from realised risk and these issues must be documented in the
project by the project managers. This change management document can be submitted to a
business committee for a close review. After soliciting the potential change requests from
stakeholders of the project, change request forms can be filled in (Schwalbe 2015). The project
managers can document the scope change in writing and scope change writing can be used for
tracking purposes.
2. Evaluation:
Business board or project steering board evaluates the project change and this can be
evaluated for one week. In case of time short, this evaluation can be done within one day.
Managers of the project team can request the team members to investigate the further if any
changes are required keeping in mind the budget and time (Shirazi et al. 2017). The evaluation
process can be done by making a board and analysis will be done based on alternatives and
project can impact on the sponsor for resolution.
3. Decision:
The Project Steering Board takes the right decision in the primary stage. In case of further
evaluation, the details of evaluation can be submitted to the project managers (El-Sabaa 2015). If

28
the project scope changes are approved, the decision would be made and appropriate activities
will be taken place. In this stage, the project managers do not update the project budget.
However, change results come from project definition Charter.
4. Integration:
Project managers update the project documentation as per the needs of the project and
suggested by the evaluation committee. The new project document is then redistributed to the
project stakeholders and all the appropriate persons. Integration is necessary as the project
managers need to integrate the communication and decision to the project stakeholders, project
teams, sponsors and clients (Snyder 2014). Projects are related to the boundaries and deliverables
that have been set in objectives and goals and after that business requirements can be changed
when the scope change is done.
5. Communication:
In the last stage, the stakeholders of the project must be communicated with the new
change through emails or meetings. The summary of the change can be published weekly basis
in website or notice board of the business. Communication among the stakeholders is important
as the communication leads to the project change. As opined by Stevenson and Hojati (2017),
change control manager can maintain the control change with control manager log, monitoring
changes and oversee approved changes.

29
Figure 2: Process of project scope change management
(Source: McGowan et al. 2016)
This process of the change request is related to the identification of method that would be
followed in the next stage of the project. As pointed out by Oberlender (2013), this evaluation
form helps the project managers in maintaining the accountability and transparency. Project
managers should specify each team members' about the role in managing scope change.
2.6 Challenges in the management of project scope change
Balancing any project scope is not easy and project scope change is another challenge for
the project managers. Trained project managers can save the project from the further obstacle. In
scope change, if the goals are not specified correctly, the project may lead to failure. In case
upper management is not able to manage the goals of the project, it is not easy for the managers
to continue the project. As stated by Huemann (2016), scope creep is all about changing the
project scope beyond its original objectives of the project. The stakeholders of the project may

30
request a project change and business management takes the ultimate decision and till then the
project may not lead to the further development.
In addition, project scope change can be difficult for a team to handle the project. A
project change brings some difficulties in controlling a project and in this sense, projects need
skilled employees. As pointed out by (Verzuh 2015), project contributors may not possess the
skills, in this regard; the project managers may face the challenge of inadequate skills when
project scope changes occur. When sponsorship or ownership changes in a project, managers'
leadership qualities bring questions. In order to the success of the project, managers can finger-
point the scope change and new team leaders can bring further changes. Lack of accountability
of the project managers can create the issue for the project. In telecommunication industry,
improper risk management is another issue for the project managers. Telecommunication
industry undergoes the projects and these projects are costly, without managing risks, it may lead
to failure. Scope changes can bring input and it can develop the trust from risks among
stakeholders (Munns and Bjeirmi 2016). Project managers should know which part of the
ongoing project needs to take care of. In addition, project plan always has the contingency plan,
it is needed for the project managers to understand the project plan and it’s contingency.
However, in scope change, creating unambiguous project contingency plan is a challenge for the
project managers. Moreover, communication is important during project completion, however,
project managers cannot communicate to stakeholders’ incorrect way. Taking feedback and
proper communication can be challenging if the project managers are not competent.
Time and materials give the customer the capacity to gain administrations or items on the
premise of hourly rates recorded in the agreement and materials, as pertinent, here and there with
materials taking care of charge. As mentioned by Walker (2015), the task takes additional time,

31
exertion, or cost to finish than initially accepted in the agreement, the provider playing out the
undertaking isn't committed to keeping working once it has used the financial plan or roof. The
danger of extra time and expenses, for the most part, falls on the customer. This sort of
agreement is suitable when the degree is less all around characterized or could change over the
span of the task. Additionally, it is referred to as cost-repayment gets; these give instalment of
admissible acquired (genuine) expenses to the degree endorsed in the agreement. According to
Snyder (2014), these agreements build up an aggregate cost assess with the end goal of
committing reserves and setting up a roof.
2.7 Influence of information technology on project scope management
It is observed that telecommunication sector is very much influenced by the technology
and specialised IT project software can help in project management of an organisation. Planning
and carrying out project management plan will be helpful if successful project software is used
(Belassi and Tukel 2013). It is observed that 32% of the projects conducted in the worldwide
done by the IT software that is specialised through IT companies in managing project. Project
managers can take training in using the project management software and information
technology. In telecommunication sector and other large industry, project management can be
done through PMP or CAPM certification software. The project managers can use two-way
voice over (VOIP), message boards, email, live chat and virtual whiteboards in order to
communicate with stakeholders. They can complete all lessons and discussion over online using
video calls. There are various types of project management software that can be utilised in many
computer systems and modern project management software provides help to the managers in
managing all phases. The project managers can choose for alternative project path and they can
adjust the project timing and budget as well (Shirazi et al. 2017). The project managers can take

32
help of Computer Information System Engineering software and that will be helpful in project
management knowledge and concepts. In recent time, various tools are available online to use for
project scope management in ordering the time schedule for the project, like Gantt chart or
Program Evaluation Review Technique (PERT). PERT is helpful in assessing the critical path
analysis (Phillips 2013). According to Crawford (2014), Interpretive Structural Modelling (ISM)
methodology can be used by project managers to determine the supportive role of project
manager in developing the performance of a team.
2.8 Gap analysis
In the previous researchers, it has been observed that scope of project management is
discussed in light of the success of the project. However, project scope is described from the
perspectives of project goals and deliverables. Moreover, the project scope describes from
general project management methodology, however, any specific industry focus data cannot be
given. All the data that has been taking for analysis or reviewed has a gap of two or three years.
In these days, the development of project scope change and its impact on objectives could not be
discussed properly. However, the responsibilities of the project managers in project t scope
management have not been met due to secondary data sources, however, this gap will be met
through primary data collection. Influence of IT on project scope management cannot be
discussed properly as it is not implemented on any project as these are all in concept basis.
However, telecommunication industry basis information is meagre in secondary data sources.
These gaps will be met through primary data collection.

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2.9 Conceptual framework
Figure 3: Conceptual framework
(Source: Created by researcher)

34
Chapter 3: Research Methodology
3.1 Introduction
The orderly method for collecting data following certain research techniques is known as
a research methodology. Research methodologies are basically arranged, logical and esteem
impartial (Mackey and Gass 2015). Research methodology incorporates hypothetical issues, trial
techniques, numerical and measurable methodologies so as to pick up the correct result of the
research. This section expresses the technique by portraying, clarifying and anticipating the data
that have been taken after all through the examination. For doing this specific research, the
researcher has utilised different instruments that have helped him to deduct analysis in a
reasonable frame. The researcher has selected positivism as the research philosophy and
deductive approach as a research approach. The researcher has used descriptive research design
in order to conduct the research.
3.2 Research Onion
With the assistance of the research onion outline, the researcher has inspired help to plan
the research paper in a type of a layer. Every single layer of this onion has furnished the
researcher with exact information and data identified with the examination. The researcher has
utilised different instruments that have helped the researcher to pick up an inside and out
learning about the research topic. The research onion manages three major layers of the research,
epistemology, ontology and axiology (Saunders et al. 2015). This conventional plan of the
investigation meets the research objective in a superior way. Usefulness of the research onion is

35
that it can adapt almost all types of research methodology and this can be used in a variety of
contexts.
Figure 3.1: Research Onion
(Source: Saunders et al. 2015)
3.3 Research Philosophy
Research philosophy is a concept about which data is gathered, used and analysed. The
gathered data must be a phenomenon and the research philosophy encompasses two types of
beliefs, epistemology and doxology (Taylor et al. 2015). Research philosophy is mainly of three
types, Positivism, realism and interpretivism. Positivism philosophy is concerned about
knowledge in objective perspective and positivism philosophy collects the data in a scientific
way. On the other side, Interpretivism philosophy deals with social science approach that is
opposed mainly to natural science. Realism philosophy mainly deals with the independence of

36
human mind with a scientific approach. In this research, the researcher has selected positivism
philosophy to conduct the research.
Figure 3.2: Research Philosophy
(Source: Silverman 2016)
Justification for taking Positivism Philosophy
In this research, the researcher has taken positivism philosophy as positivism involves
using of existing that can help to develop the hypothesis of the research. Moreover, positivism
philosophy helps to collect data in quantitative and qualitative with a scientific approach. In
addition, positivism relies mainly on science to collect the data. In this research, the subject of
analysis is project scope management and project objectives, henceforth, the researcher has
analysed existing theories and concepts about the topic. Positivism paradigm in research helps
the researcher in investigating the research topic through surveys where quantitative data is the
main concerned. Positivism philosophy is highly structured that has provided help for the

37
researcher to collect the data. Most importantly, positivism philosophy depends on mostly
quantifiable data that lead to doing statistical analysis (Flick 2015).
3.4. Research Approach
The research approach is procedure or plan that comprises steps to collect the data with
broad assumptions. Research approach helps about the detailed method that assists in data
collection, interpretation and analysis. As stated by Smith (2015), research approach based on
mainly the nature of research problem. However, the approach of the research is divided majorly
into two categories, data collection approach and data analysis reasoning. There are two types of
research approach, inductive approach and deductive approach. The main concept of the
inductive and deductive approach lies in that deductive approach tests the theories of research
topics and inductive approach mainly concerned with collecting of new theory from the data.
Moreover, deductive approach moves from a more general level to a more specific level and it is
related to the scientific investigation (Pannerselvam 2014). In this research, the researcher has
taken help of deductive approach.

38
Figure 3.3: Research Approach
(Source: Knobe and Nichols 2013)
Justification for taking Deductive Approach
In this research, the researcher has adopted the deductive approach with a specific end
goal to lead the investigation. Deductive approach is useful in doing a quantitative investigation.
The conduct of the respondents of the investigation is unsurprising and consistent. Moreover, a
deductive approach is useful in doing the research in limit edge focal point with particular
inquiries. In this research of project management, the idea of the project scope change
management and project objectives have been followed the highly structural presentation that
assists to create optimal research scope through deductive approach. The researcher has enough
information about project objectives in its relation to the project scope change that helps the
researcher compelling the implication of the data with a practical approach. The deductive

39
approach starts from the introduction of the principles and follows by the applications of
theories. On the other side, inductive approach is just the opposite of the deductive approach and
it starts from theory, hypothesis and then the researcher goes for observation and confirm the
concept.
3.5 Research Design
The research design is the overall strategy to collect the data through integrating different
components of the research in a logical and coherent way (Palinks et al. 2015). Research design
ensures that the research problem of the study must be addressed perfectly and it can constitute
the map of a collection of the data and analysis of the gathered data. Research design in business
research makes a blueprint of measurement of data through experimental or observational study.
There are three types of research design, exploratory, explanatory and descriptive research
designs. Exploratory research is mainly concerned with the issue of the research that has not
been studied in a clear way. Explanatory research helps to connect concepts in understanding the
cause and effect of two variables. Moreover, in descriptive research design, it helps as an
observational study that finds out the characteristics of the population and their effects on
variables. In this research, the researcher has selected descriptive research design in order to
conduct the research. In this research, the researcher has used both primary and secondary data
collection process. In order to collect the primary data, the researcher has conducted survey and
interview.

40
Figure 3.4: Research Design
(Source: Mackey and Gass 2015)
Justification for selecting Descriptive Design
The researcher has taken descriptive design as the unmistakable outline is ideal for this
undertaking as spellbinding plan depicts individuals associated with the research. The researcher
has investigated the task as an observational route through subjective examination and the
numerical path through quantitative examination. The most important aspect of the descriptive
design is that it can gather the in-depth data from both quantitative and qualitative in nature. In
this research, the researcher has taken information from a sample population and descriptive

41
research design provides a multifaceted approach to collecting and analysis of the data. In project
management study, the data collection process is vast as the stakeholders are various and
descriptive research design can provide exact result in rich data from a large amount of data.
Descriptive design refers to the research questions and data analysis in the given topic, moreover,
descriptive statistics can help the researcher to determine the events, organises describes and
depicts the data (Knobe and Nichols 2013).
3.6 Data collection technique
Data collection is the method of collecting and measuring data on variables of interest in
a research topic. The data collection method is the systematic way to enable the researcher to
collect data based on research questions in order to conduct the research. Data collection
processes are mainly two, primary data collection and secondary data collection. Primary data
are raw data that are collected from the respondents, whereas secondary data are second had data
that are collected from books, journals, websites, articles and magazines. Primary data provide
the advantages of controlling the data collection; specify the data are to be collected; it is more
dynamic with collected data. Moreover, primary data interprets the analysis correctly with
efficient spending of information. On the other side, primary data takes time to gather and the
amount of data that are collected through primary data is smaller than secondary data (Mackey
and Gass 2015). In case of secondary research, the main advantage is resource implication that is
usually easier to gather than primary data. Secondary data is unobtrusive and it is based on a
longitudinal study. The secondary data are quality and performance data. On the contrary,
secondary data do not have suitability and costs-access issues are there. In case of internet
sources, the validity of secondary data creates an issue.

42
In this research, the mixed method has been used by the researcher that means both
primary and secondary data have been used. So, the researcher has collected primary data
through survey and interview process. The survey has been done to the senior employees of
Omantel Telecommunication who are part of the project management section of the organisation.
In addition, interview sessions have been conducted to the project managers of Omantel
Telecommunication organisation. Moreover, secondary data has been used in the literature
review sections where scholarly papers have been reviewed.
3.7 Data collection instruments
In order to collect the primary data, the researcher has conducted both survey and
interview sessions. Data collection instrument of the survey was set of close-ended multiple type
questionnaires. The researcher has prepared 22 close-ended questions. The questionnaire for the
survey was segregated into two parts, demography section and subjective section. This
questionnaire was uploaded on intranet software of Omantel Telecommunication to provide the
responses. On the other side, data collection instrument of the interview was the open-ended
descriptive questions. The researcher has prepared 10 open-ended descriptive questions in order
to conduct the interview. The interview sessions could not be possible to take on face-to-face,
however, the researcher conducted the interviews on Skype.
3.8 Population of the Study
The population of this research is the employees and project managers of Omantel
Telecommunication organisation. Sample population of survey was 120 and sample population
of interview was 15. Due to the time, cost and operational restriction, only senior-level
employees and project managers who are working in the Oman are taken as a sample population.

43
As opined by Clemence et al. (2014), a research population is known as the well-defined
individuals who should have similar characteristics. In this research, the population was of two
types, one for survey and another one was for an interview. The population of the survey was
senior-level employees and a population of the interview was the project managers of the project
of Omantel Telecommunication.
3.9 Sampling technique and Sample size
In this research, the researcher has selected 35 senior-level employees of Omantel for the
survey as sample size. The researcher has selected simple random sampling technique for
conducting the survey. According to Eisenhardt et al. (2016), simple random sampling is the
subset of a statistical population through which each of the individuals of the subset has an equal
probability of being selected. The sample size is small and it is easy to estimate the calculation.
Simple random sampling is highly representative if all subjects participate. The sample frame is
the source of materials through which a sample is drawn. Sample frame of the survey was
consisted of the permanent senior employee's email address and was included with company
mobile numbers and geographical location.
Population Sample size % of population Sample
technique
Sample frame
120 35 29% Simple random
sampling
E-mail and hard
copy
Table 3.1: Sampling for survey
(Source: Created by researcher)

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On the other side, the researcher has chosen 5 project managers of Omantel for
conducting structured interviews as the sample size for an interview. The researcher has selected
non-probability sampling in conducting interviews as using this technique does not provide all
the individuals in the population equal chances of being chosen. It can reduce the bias and it
contains specific proportion desired for interviews. The project managers in Omantel Company
are 15 and they are permanent in nature. The sampling frame has been collected through e-mail
and each of the project managers’ mobile number has been collected.
Population Sample size % of population Sample technique Sample frame
15 5 30% Non-probability
sampling
E-mail and hard
copy
Table 3.2: Sampling of interview
(Source: Created by researcher)
The aim of the sampling is to gather a representative sample of the population. As the
inadequate, inappropriate and excessive sample sizes can influence the research process and it
can impact on the accuracy of the result. Therefore, the researcher has selected the sample size
and sampling carefully in both surveys and for an interview.
3.10 Data analysis technique
The researcher in this study has used both quantitative and qualitative data analysis
method. Each of the methods has its own technique to analyse the data. Interviews and
observations fall into the category of qualitative research, whereas, survey and numerical
discussion fall into the category of the quantitative data analysis.

45
In this research, in order to analyse the data collected from the survey, the researcher has
taken help of quantitative data analysis technique. In quantitative data analysis, the researcher
analyses the data through numerical study and the analyses are done based on the research
questions. The researcher has also used the statistical data analysis technique SPSS (Statistical
Package for the Social Science) to quantify the results of data analysis. SPSS is the statistical
package that can perform complex data manipulation. SPSS can be used for both non-interactive
and interactive uses. Moreover, the quantitative data analysis should be done after conducting the
literature review. In this research, the researcher has linked up the quantitative data findings with
the literature review section. Quantitative data analysis technique tests the hypothesis and it helps
to develop the prediction of the future. In case of analysis of the survey, the quantitative data
analysis technique can analyse the larger and selected data randomly. However, the researcher
and biases are not known in this data analysis technique (Neuman and Robson 2014). In
quantitative research design, it provides research design in an excellent way that can finalise the
results and that prove a hypothesis. Through statistical research, a comprehensive answer cab is
reached. The data findings have been presented in Excel bar graph and pie-charts. The data
findings have also been presented in tables and analysis has been done based on the findings.
Data collected from Interviews have been analysed using qualitative data analysis
technique. Interview-based data are observational data and this can are descriptive data. Data of
the qualitative research are images, words and objects. According to Clemence et al. (2014),
qualitative data are collected into a form of understanding, explanation and interpretation.
Qualitative data analysis is based on mainly the interpretative philosophy of the observers. In this
research, the responses of the project managers have been presented in tables and analysis has
been made through lining with the theoretical perspectives. Qualitative data analysis provides

46
help in in-depth analysis and it uses mainly subjective information. The qualitative analysis
examines complex questions that can provide help in dealing with value-laden questions
(Neuman and Robson 2014). The characteristics of the qualitative data are that these are small
and selected intentionally of the researcher. The benefit of the qualitative research is particular
findings and these are less generalised.
3.11 Research instruments Validity and Reliability Testing
The validity of the research is concerned with test measure and specifically, validity
applies to methods and design of the research. A combination of open and closed-ended
questions has been used in this research and agreement and disagreement of certain statements
have been observed. This combination is used to face validity as the topic of project management
is subjectively viewed in order to measure. Face validity is measured to test the transparency. In
addition, content validity has been measured through theme wise segregation of the survey and
interview questions. Most importantly, the topic is not universal and has not intended to cover
the all aspects of project management, however, it has narrowed down to certain themes of
project scope change and objectives. Moreover, construct validity has been addressed by giving a
number of options using Likert Scale in the survey questionnaire. The researcher has prepared a
few questions based on Likert Scale for a series of the close-ended questionnaire. The degree of
anonymity may help in assuring to have construct validity.
Reliability of research is involved in the consistency of measurements of data. Reliability is a
method that can be repeated in a range of situations or the persons can yield less or more same
results. In order to ensure the reliability of a research, the identical questionnaire can be used. In
this research, there are 25 questions in the survey and the researcher has prepared some of the

47
questions that resulted to expose the same types of questions by each respondent. When the
researcher measures a construct validity that the researcher assumes to be consistent across time,
the scores obtained should also be consistent across time. In this process, test-retest reliability
has been used in order to judge the reliability of data. Test-retest reliability leads to measure the
responses at one time and again the researcher needs to measure the responses gain in the same
group of people. This process helps to identify the correlation between two sets of groups. This
process has been done by graphing two sets of data in a scatter plot.
3.12 Pilot Test
According to Flick (2015), a pilot study is a small experiment in order to evaluate time,
cost, feasibility and size of the sample group in an attempt to improve upon the study's
performance in full scale. In order to conduct the pilot test of the study, the researcher has chosen
10 senior employees. The researcher has made 5 subjective close-ended questionnaires in order
to conduct the pilot test. Among the 5 questions in the survey, there was a question based on
Likert Scale, one based on the perception of project management, one based on a
recommendation. Moreover, a careful consideration was given to the framing of the questions'
languages, sensitivity and logic. The questionnaire was distributed through the e-mails of the
employees. A time gap of 30 days was given to the senior employees to revert to the given
questions. The senior-employees were asked to provide all answers to the questions. The pilot
testing of the study provided a few changes to the questions:
 The instruction of the questions must be easy to follow
 The option sequences must be logical
 The wording of the question should be understandable

48
Apart from these, the researcher understood that it would be accurate to do quantitative
analysis based on SPSS technique. The answers missed the depth of the subjective perspective,
hence, the researcher decided to do qualitative analysis based on interviews.
3.13 Legal, social and ethical considerations
Legal
The researcher followed all the legal factors in conducting the research. As the research is
involved with respondents and primary data collection technique, the researcher followed Article
30 of the Basic Law (Chapter III, Public Rights and Duties) that guarantees freedom of
correspondence. This act leads to follow the researcher not to disclose the identity of the
respondents in any circumstance. No coercion has been done and any kind of transaction of
money has not been done while conducting the research. The researcher has tried to omit the
biases while analysing the data and linking with objectives.
Social
Most importantly, informed consent is done before collecting the data. Moreover,
participants were aware of the nature of research and the researcher was concerned about
freedom and autonomy of the respondents’ choices. The research topic has not provided any
harm to the community and it encouraged the participants to provide their opinions. The
researcher has used council and government database to conduct the research.
Ethical
This research is involved with human participants and it raises complex and unique
ethical and legal issues. In addition, the researcher has followed all the ethical norms while

49
conducting the research. The researcher would destroy the data once the research process is done
and the primary data have been collected only for research purposes. The researcher provided the
informed choice to the respondents in order to collect the information and this research would
not harm the anonymity and confidentiality of the respondents. The researcher has given the full
respect to the privacy of the respondents.
3.14 Summary
Research methodology helps the researcher in collecting the samples and data for the
research. Moreover, the data analysis technique has been provided that would be beneficial in the
next chapter in providing findings of the research and analysis of the findings. Moreover, the
sampling process has helped the researcher in gaining the knowledge about the research.
Through survey and interview, the researcher has collected the data and these data have been
analysed in the next chapter with graphs and tables.

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Chapter 4: Data analysis
4.1 Introduction
In this chapter, detailed data findings and analysis has been explained. Data findings have
been presented in tables and the data also be presented visually with the help of the excel bar
graph, column graph, pie-charts and line diagram. Data findings have been analysed in light of
the literature review in order to understand the implication of the project scope change on the
project objectives. The researcher has conducted a detailed survey of 120 employees of Omantel
Telecommunications and in this chapter, total 30 close-ended questions have been analysed. The
survey questions contain demographic details of the participants. Quantitative analysis has been
done based on the descriptive statistics using mainly Likert Scale.
4.2 Primary Data Analysis
The researcher has conducted a survey of 120 employees of Omantel
Telecommunications. In this section, the primary data of the survey have been presented in tables
and excel graphs.
4.2.1 Demographic Data Analysis
1. Gender of the respondents.
Options Number of respondents Response percentage
(%)
Total Respondents
Male 85 70.83% 120
Female 35 29.16% 120

51
Table 4.2.1: Gender of the respondents
70.83%
29.16%
Gender of respondents
Male
Female
Figure 4.2.1: Pie chart showing gender of the respondents
This table and graph show that in Omantel Telecommunications, number of male
employees is higher than the women. Among the 120 respondents, 85 respondents were male and
35 employees were females. It is noted that in the telecommunication sector, number of female
employees is lesser than the male employees that highlight the characteristic of the workplace of
Omantel.
2. Age of the respondents
Options Number of respondents Response percentage
(%)
Total Respondents
20-30 years 35 29.16% 120
31-40 years 25 20.83% 120
41-50 years 20 16.66% 120
51-60 years 30 25% 120
61 and above 10 8.33% 120

52
Table 4.2.2: Age group of the respondents
20-30 years
31-40 years
41-50 years
51-60 years
61 and above
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%
29.16%
20.83%
16.66%
25.00%
8.33%
Age group of the respondents
Figure 4.2.2: Bar graph showing age group of the respondents
From the above graph, it has been noticed that in Omantel, people from various age
group are there. Age group between 20 and 30 is prevalent that signifies that young
generation is recruited by the Omantel. Moreover, 51-60 age groups were also present in
Omantel as the 25% of the respondents were from that age group. In a project, various aged
people work in harmony in Omantel that span across 20 to above 61.
3. Academic qualifications of the respondents
Options Number of respondents Response percentage
(%)
Total Respondents
Certificate 45 37.50% 120
Diploma 35 29.16% 120
Bachelor degree 20 16.66% 120
Masters’ Degree 15 12.50% 120
PhD 05 4.16% 120

53
Table 4.2.3: Academic qualification of the respondents
Certificate Diploma Bachelor degree Masters’ Degree PhD
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
37.50%
29.16%
16.66% 12.50%
4.16%
Academic qualification of the respondents
Figure 4.2.3: Column showing academic qualification of the respondents
It has been noticed from the above table and graph that employees in Omantel mainly do
Diploma and Certificate courses in Telecommunications. Certificate course and diploma
courses help a person to gain particular knowledge of a subject that makes them compete for
a role. Bachelor degree and Masters' degree courses people are also among the employees. In
order to complete a project, employees have to work under the project managers who have
specific knowledge of the subject.
4. How long have been working at this organisation?
Options Number of respondents Response percentage (%) Total Respondents
Less than 6
months
27 22.50% 120
Less than 1 year 43 35.83% 120
2-5 years 30 25% 120
More than 5 years 20 16.66% 120

54
Table 4.2.4: Work tenure of the employees
Less than 6 months Less than 1 year 2-5 years More than 5 years
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
22.50%
35.83%
25.00%
16.66%
Work tenure of the employees
Figure 4.2.4: Column showing tenure of the employees in Omantel
In Omantel Telecommunications, a number of new employees are higher and it shows
that Omantel recruits frequently. This finding clears the fact that retention of the employees
is not high in Omantel as employees’ tenure who have been working in Omantel less than
one year is high (35.83%). The project is completed by the new employees in Omantel
Telecommunication under the supervision of Project managers.
4.2.2 Quantitative Data Analysis
1. Omantel organisation often has project scope change
Options Number of respondents Response percentage (%) Total Respondents
Strongly
agree
28 23.33% 120
Agree 22 18.33% 120
Neutral 04 3.3% 120

55
Disagree 46 38.33% 120
Strongly
disagree
20 16.66% 120
Table 4.2.1: Responses on project scope change
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00%
23.33%
18.33%
3.30%
38.33%
16.66%
Responsess on project scope chnage
Figure 4.2.1: Bar graph showing responses on project scope change
This bar graph shows that most of the employees believe Omantel does not have frequent
project scope change. More than 38% respondents disagreed with the fact that Omantel does face
frequent project scope change. Omantel management plans the project discussing every aspect of
it and these are executed in project charter phase. The project managers manage, document and
control the project change. Sometimes, the projects of Omantel extend the project timelines and
it results to increase the project cost. Therefore, Omantel management focuses mainly on project
scope and objectives from the very beginning. More than 16% respondents disagreed that project
scope change is regular in Omnatel. On the contrary, 23.33% of the respondents also agreed that
project scope change occurred as the project managers sometimes modify the initial project
scope. A lesser percentage of the respondents opined that project creep occurs in Omantel,

56
therefore, it is a healthy sign for the organisation. In telecommunication industry, organisations
have to go through many projects to expand the business and networks, If Omantel does not get
interrupted due to project scope change and it is beneficial for the organisation to stick to
previous objectives.
2. Changing project scope is needed during implementation of projects
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 32 26.66% 120
Agree 28 23.33% 120
Neutral 05 4.16% 120
Disagree 35 29.16% 120
Strongly
disagree
20 16.66% 120
Table 4.2.2: Changing project scope during implementation of project
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%
26.66%
23.33%
4.16%
29.16%
16.66%
Changing project scope during implementation
of projects

57
Figure 4.2.2: Bar graph showing changing project scope during implementation of project
Most of the respondents (29.16%) disagreed on the fact that project scope change is
needed in the implementation of the project. The project managers draft a project accurately,
however, in some circumstances, it is needed to change project scope and 26.66% from the
respondents agreed on the fact. These days change is constant and their needs a change for some
reason. In Omantel, project scope is needed because Government of Oman has entered into WTO
and business benefits changed with the time. The project managers must do proper planning and
it is needed to ensure that planning must not suffer because of lack of stakeholder engagement.
Omantel has been into projects and as Omantel has entered into a contract to give network
services to leading airports of Oman. These projects have not been into project scope change till
now as the project managers smartly followed safety and security. On the other side, more than
29% respondents disagreed with the fact that project scope change is needed as they believed
that project managers must analyse risks, resources of the organisations, schedule of the projects
and corrective actions needed during the project.
3. Project scope change cause challenges in the project planning and execution stages
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 46 38.33% 120
Agree 44 36.55% 120
Neutral 02 1.66% 120
Disagree 18 15% 120
Strongly
disagree
10 8.33% 120

58
Table 4.2.3: Project scope change challenges in project planning
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
38.33% 36.55%
1.66%
15.00%
8.33%
Project scope change cause challenges in the
project planning
Figure 4.2.3: Column graph showing project scope change challenges in project planning
It has been observed from the above graph that most of the employees agreed (36.55%)
on the fact that project scope change poses challenges for the company in executing project
planning. In today’s business world change is an important factor and it is needed to execute
properly without damaging the reputation of the company. Project scope change is a structured
approach and it is a challenge for the teams, individuals and for the project managers to handle
the fact. Project scope change poses challenges to an organisation as when project scope change
occurs, it creates a cone of uncertainty to the project. More than 38% of the respondents believed
that project scope change can impact on project execution as the project managers need to define
the goals first with adequate accountability. Omantel project managers do not try to make the
project uncertain as they make clear what the features of the project that need changes are. Plans
and predictions may change that can impact on requirement priorities in Omantel when the
project managers handle a project.

59
4. Project time change has effects on project quality
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 37 30.83% 120
Agree 33 27.50% 120
Neutral 02 1.66% 120
Disagree 20 16.66% 120
Strongly
disagree
28 23.33% 120
Table 4.2.4: Project time change impacts on project quality
30.83%
27.50%
1.66%
16.66%
23.33%
Project time change has effects on project
quality
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Figure 4.2.4: Pie chart showing project time change impacts on project quality
In telecommunications, organisations have to go through the projects and their projects need
changes as the government rules and business needs change with the time. If the projects get less
time to complete, the quality will hamper accordingly. The respondents agreed (27%) on the fact
that less time can impact on project quality. Less time in a project incurs more risk as planning is

60
not done properly and execution is needed correctly. More than 30% respondents in Omantel
strongly agreed that time change in a project can impact on project quality as sudden project
creep can delay the project to finish. Projects follow timescale and they need to adjust the time.
Project scope change makes delay in completing the project and objectives of the project that has
been finalised in the earlier stage cannot be met. 23% of the respondents strongly disagreed with
the fact that project time change does not hamper the quality of the project as it just makes
difference in time. On the other side, project management triangle concept is associated with
time, cost and quality of a project. These three concepts are interlinked and if one of the variable
changes, other two will definitely hamper for this. Project time change impacts on project life-
cycle, therefore, it may impact on inherent quality of the project.
5. Project scope change can affect project objectives at the end
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 56 46.66% 120
Agree 28 23.33% 120
Neutral 02 1.66% 120
Disagree 24 20% 120
Strongly
disagree
10 8.33% 120

61
Table 4.2.5: Project scope change can affect project objectives
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
46.66%
23.33%
1.66%
20.00%
8.33%
Project scope chnage impacts on objectives
Figure 4.2.5: Column showing project scope change can affect project objectives
It has been observed from the above graph that respondents (46%) strongly agreed
project scope change can impact on the project objectives. Project scope needs change because
of various reasons like resourcing and funding for the projects; project managers plan the project
according to the need for the project. Hence, previous objectives cannot be followed at the end as
the required changes are done. More than 23% of the respondents believed that project scope
change can impact on project objectives at the end. Project objectives are set at the beginning of
the project and in Omantel, managers set the project at the initial stage. Goals are the statements
that project tries to achieve. Objectives on the other side, lower level of states that are also
deliverables after the project. If Omantel projects have to go through project scope change, it is
obvious that project t objectives at the end need to be altered. On the other side, 20% respondents
in Omantel thought that project scope change does not have any impact on project objectives. In
telecommunications, tangible products are less and customers have services from the company.
Therefore, the projects of Omantel may not impact on service provides by the company.

62
6. Achieving project objectives lead to the project success
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 43 35.83% 120
Agree 37 30.83% 120
Neutral 03 2.5% 120
Disagree 17 14.16% 120
Strongly
disagree
20 16.66% 120
Table 4.2.6: Achieving project objectives lead to the project success
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
35.83%
30.83%
2.50%
14.16% 16.66%
Project objectives lead to project success
Figure 4.2.6: Column showing achieving project objectives lead to the project success
It has been observed from the above graph that most of the employees agreed (more than
30%) on the fact that achieving project objectives are very important for a project. The project
managers set some objectives while planning of a project to achieve, these can be projected
deliverables as well. More than 35% of the respondents strongly agreed on the fact that project

63
objectives must be achieved in order to meet the project success. Project objectives are achieved
when the projects fulfil time, cost and quality of the project. Achieving project objectives lead to
team morale within a team. Omantel management focuses on the direction in order to meet
change request that must not impact on team morale. A few projects can be completed without
any scope change and objectives must be met that ensure the success of the project. In Omantel,
employees agreed on the fact that project objectives are significant and Omantel needs to achieve
the project objectives to be successful.
7. Project scope change affect budget
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 44 36.66% 120
Agree 33 27.50% 120
Neutral 03 2.5% 120
Disagree 19 15.83% 120
Strongly
disagree
21 17.5% 120

64
Table 4.2.7: Project scope change can affect budget
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
36.66%
27.50%
2.50%
15.83% 17.50%
Project scope chnage affects budget
Figure 4.2.18: Column showing project scope change can affect budget
Project scope change can occur at any stage of the project and proper planning of the
project can be hampered due to project scope change. The project managers need to alter the
objective taking a suggestion from the management and stakeholders of the project. Most of the
respondents (36.65%) strongly agreed on the view that budget is changed due to project scope
change. Project funding and resourcing are needed to be altered according to new project scope.
More than 27.50% of the respondents agreed that project scope changes impacts on the project
budget. Activities in the project scope change can either increases or decrease the project budget.
If the stakeholders of the project want more than what mentioned in the initial stage, the project
managers need to change the budget. The project budget management is involved with cost
estimating, planning, cost control and cost budgeting. Omantel scope change in the project is
estimated with the rework costs and the project managers modify the budget.

65
8. Project scope change has impact on project time
Options Number of respondents Response percentage (%) Total Respondents
Strongly
agree
43 35.83% 120
Agree 44 36.66% 120
Neutral 03 2.5% 120
Disagree 13 10.83% 120
Strongly
disagree
27 22.5% 120
Table 4.2.8: Project scope change impacts on project time
Figure 4.2.8: Column graph showing project scope change impacts on project time
It has been noticed from the above column graph that maximum respondents agreed
(36.66%) on the fact that project scope change can impact on time. When project scope change
occurs, the project managers need to understand the new requirements and project deliverables
also change according to this. More than 35% of the respondents strongly agreed that project
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
35.83% 36.66%
2.50%
10.83%
22.50%
Scope change has impact on project time

66
scope changes impacts on project time as it is clear that it gets tough to complete the project on
time. The duration estimate is hard to calculate and critical path of the project cannot be
followed. Omantel develops a schedule of the project and the managers' control the schedule as
the project shapes with the time. A sudden disruption in the project makes the whole project gets
hard to control on time. Budget allocation needs to reassess, team and stakeholders are needed to
be informed. Hence, project time gets longer.
9. Project scope change can impact on employees’ and stakeholders’ morale
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 28 23.33% 120
Agree 26 21.66% 120
Neutral 06 5% 120
Disagree 40 33.33% 120
Strongly
disagree
20 16.66% 120

67
Table 4.2.9: Project scope change impacts on employees’ and stakeholders’ morale
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%
23.33%
21.66%
5.00%
33.33%
16.66%
Project scope change can impact on employees’
and stakeholders’ morale
Figure 4.2.9: Bar graph showing project scope change impacts on employees’ and
stakeholders’ morale
It has been noticed that respondents mainly disagreed (33.33%) on the fact that project scope
change can impact on stakeholders' and employees' morale. When the project scope change
occurs in Omantel, the project managers discuss this with the stakeholders. The project managers
explain the facts in a way that project creep will further benefit the stakeholders. Corrective
actions of the project further take time to complete the project. On the other side, 23%
respondents agreed with the fact that project scope change can impact on the morale of the staffs
and stakeholders of the project. In telecommunication sector, the scope change leads to
hampering the cost, time and quality of the project. Scope change can lead to the cost increase,
low morale of the stakeholders and late schedule of the overall project. The main emphasis must
be on the team morale should be high during the project scope. Without dedicated stakeholders,
it will be difficult for a team to manage the project.
10. Project scope has effect on business needs

68
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 45 37.50% 120
Agree 50 41.66% 120
Neutral 05 4.16% 120
Disagree 07 5.83% 120
Strongly
disagree
13 10.83% 120
Table 4.2.10: Project scope has effect on business needs
37.50%
41.66%
4.16%
5.83% 10.83%
Project scope chnage impacts on buisness
needs
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Figure 4.2.10: Pie- chart showing project scope has effect on business needs
Project scope changes impacts on the project budget and project schedules. The
deliverables of the project may get changed. Respondents of the survey in Omantel agreed
(41.66%) on the fact that project needs impact on business needs. If the project takes more time
and budget to complete due to the project scope change, this can further impact on business
needs. 31.50% of the respondents strongly agreed that project scope can impact on business
needs of an organisation. Change control responsibilities are to team members so that project

69
must not go out of scope. Stakeholders need to understand the business objectives and changes in
project scope should be aligned with this. Control authority of a project is based on the project
executives who control the project. Sometimes, it is also true that project scope changes occur
not just for the business needs, but for the change implementation.
11. Project scope change can create risk for business
Options Number of respondents Response percentage (%) Total Respondents
Strongly
agree
42 35% 120
Agree 33 27.5% 120
Neutral 05 4.16% 120
Disagree 23 19.10% 120
Strongly
disagree
17 14.16% 120

70
Table 4.2.11: Project scope change is risk on business
35.00%
27.50%
4.16%
19.10%
14.16%
Project scope change is risk on buisness
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Figure 4.2.11: Pie-chart showing project scope change is risk on business
It has been noticed from the above graph that respondents of Omantel agreed (27.50%)
on the fact that project scope change can be a risk to the business. The project managers of
Omantel know how to handle the change as it is related to the deliver the project on time. 35%
agreed with the fact that project scope change can incur risk to the business. Telecommunication
industry undergoes the projects and these projects are costly, without managing risks, it may lead
to failure. Scope changes can bring input and it can develop the trust from risks among
stakeholders. Controlling the scope change is necessary as it provides management of risks and
objectives of the project. Without maintaining the change control, moving project can fail and
objectives cannot be met. These are done through following the performance of project manager.
The project managers must know why the change is needed and how long it may take time.
Otherwise, the allocated budget and time will be wasted. This may lead to financial loss of the
organisations.
12. Project scope change has effect on project resourcing

71
Options Number of respondents Response percentage (%) Total Respondents
Strongly
agree
32 26.66% 120
Agree 42 35% 120
Neutral 06 5% 120
Disagree 31 25.83% 120
Strongly
disagree
09 7.50% 120
Table 4.2.12: Project scope change impacts on project resourcing
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
27%
35%
5%
26%
8%
Project scope change has effect on project
resourcing
Figure 4.2.12: Column graph showing project scope change impacts on project resourcing
It has been observed that 35% respondents agreed on the fact that project scope change
can impact on project resourcing. If the project scope is changed due to the stakeholders’ request,
the deliverable of the project may get changed. Therefore, the project resourcing of the
organisations is changed due to project scope change. On the contrary, 23.83% of the
respondents disagreed with the fact that in Omantel, project scope change can impact on project

72
resourcing. Resources are important in order to carry out any projects, Omantel has sufficient
resources in terms of people, facilities, funding, equipment and anything that can make capable
the organisation. Resource requirements get changed when the project scope change happens.
13. Poorly defined initial requirements can lead to project scope change
Options Number of respondents Response percentage (%) Total Respondents
Strongly
agree
55 45.83% 120
Agree 40 33.33% 120
Neutral 03 2.50% 120
Disagree 12 10% 120
Strongly
disagree
10 8.33% 120
Table 4.2.13: Poorly defined initial requirements can lead to project scope change
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00%
45.83%
33.33%
2.50%
10.00%
8.33%
Poorly defined initial requirements can lead to
project scope change

73
Figure 4.2.13: bar graph showing poorly defined initial requirements can lead to project
scope change
In the initial stage, project managers plan the project in Omantel. Project managers define
the project scope with ultimate deliverables. In the initial stage, project managers can discuss
with the stakeholders about the deliverables. However, if the project planning is not done
accordingly, this can lead to project scope change. Above data findings also showed that 45.76%
respondents strongly agreed on the fact. Omantel has been maintaining project initiation
document in order to plan the project scope. In this project document, they mention the project
objectives. The initial requirement of the project must be finalised in the completion of the
project. 33% of the respondents agreed with the view that project initiation is important in
maintaining the project scope and objectives as in early stage, assumptions, dependencies and
constraints need to keep in mind.
14. IT technologies can impact on project scope change management
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 40 33.33% 120
Agree 50 41.66% 120
Neutral 04 3.3% 120
Disagree 14 11.66% 120
Strongly
disagree
12 10% 120

74
Table 4.2.14: IT Technologies can impact on project scope change
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%
33.33%
41.66%
3.30%
11.66%
10.00%
IT technologies can impact on project scope
change management
Figure 4.2.14: Bar graph showing IT Technologies can impact on project scope change
Omantel is in the telecommunications sector, the organisation has been using IT
equipment for the projects. The project managers use software technologies in the planning of
the project and they verify the project scope. Respondents agreed (41.66%) and 33% respondents
strongly agreed on the fact that IT can impact on the project change regarding the critical path
and work breakdown structure. Project managers can take training in using the project
management software and information technology. In telecommunication sector and other large
industry, project management can be done through PMP or CAPM certification software. In
recent time, Omantel uses various tools that are available online to use for project scope
management in ordering the time schedule for the project, like Gantt chart or Program
Evaluation Review Technique (PERT).
15. Information technologies can help to define project scope
Options Number of respondents Response percentage (%) Total Respondents

75
Strongly agree 44 36.66% 120
Agree 40 33.33% 120
Neutral 06 5% 120
Disagree 12 10% 120
Strongly
disagree
18 15% 120
Table 4.2.15: Information Technologies help to define project scope
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00%
36.66%
33.33%
5.00%
10.00%
15.00%
Information Technologies can help to define
project scope
Figure 4.2.15: Bar graph showing Information Technologies help to define project scope
Project Scope explains sufficient details of project deliverables and project schedule. The
project managers use sufficient documentation to keep the project scopes same. IT can help to
make the project planning more secure where the software can calculate the schedule and budget
of the project. 33% respondents agreed and 36.66% respondents strongly agreed on the fact that
IT technologies help the project to define the project. Omantel has been using the technologies
like CAPM certification software. Project managers in telecommunication sectors use two-way
voice over (VOIP), message boards, email, live chat and virtual whiteboards in order to

76
communicate with stakeholders to define the project scope. The project managers take help of
Computer Information System Engineering software and that will be helpful in project
management knowledge and concepts.
16. It is impossible to control project scope change
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 22 18.33% 120
Agree 24 20% 120
Neutral 04 3.30% 120
Disagree 30 25% 120
Strongly
disagree
40 33.33% 120
Table 4.2.16: Control project scope change
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
18% 20%
3%
25%
33%
Impossible to control project scope change

77
Figure 4.2.16: Scatter diagram showing control project scope change
Project scope change is the agreed change of the objectives and scope of the project that
are not been mentioned earlier. Most of the employees disagreed (33.33%) on the fact. The
project managers plan the project taking a suggestion from the management and stakeholders. If
the government does not change any plan and business needs do not change, the project plan
keeps as same. In Omantel 25% respondents disagreed about project scope change is impossible
and lack of change control can be a barrier to a project success. In a project, Omantel needs to
control whims of the stakeholders and they can welcome great ideas about project schedules,
final benefit and cost of the project. Project managers of the Omantel take the approach of direct,
simple to understand project scope change.
17. Lack of clarity in the initial stage can lead to project scope change
Options Number of respondents Response percentage (%) Total Respondents
Strongly
agree
44 36.66% 120
Agree 34 28.33% 120
Neutral 02 1.66% 120
Disagree 22 18.33% 120
Strongly
disagree
18 15% 120

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Table 4.2.17: Clarity in initial stage leads to project scope change
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
36.66%
28.33%
1.66%
18.33% 15.00%
Clarity in the initial stage can lead to project
scope change
Figure 4.2.17: Bar graph showing clarity in initial stage leads to project scope change
It has been noticed from the above graph that clarity is needed from the initial stage when
the project managers make the plan for the business. Respondents strongly agreed (56.66%) on
the fact as initial planning is the most important stage to define the project. If the proper planning
is not done in the previous stage, this can lead to hampering the project objective. 26% of the
respondents agreed that initial stage of the project is very important. Scope change may arise in
any phase of the life cycle of a project; however, it is an objective of the project manager to
avoid the project scope change. Team’s ability can be judged through this and project managers’
should weigh benefits of the scope as objectives and goals have to be altered for this. In case any
request is considered to be altered from the agreed objectives and scope, it has to be defined to
be part of the project.
18. Project scope change creates uncertainty in project
Options Number of respondents Response percentage (%) Total Respondents

79
Strongly
agree
21 17.50% 120
Agree 19 15.83% 120
Neutral 03 2.5% 120
Disagree 47 39.16% 120
Strongly
disagree
20 16.66% 120
Table 4.2.18: Project scope change creates uncertainties in project
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00%
17.50%
15.83%
2.50%
39.16%
16.66%
Scope chnage creates uncertainties in business
Figure 4.2.18: Bar graph showing project scope change creates uncertainties in project
Above graph tells that employees disagreed (39.16%) as project scope change does not
create uncertainties for the project. If government regulation changes or sponsors of the project
demands completely new, in such cases, project scope can impact on the business. In scope
change, if the goals are not specified correctly, the project may lead to failure. In case upper
management is not able to manage the goals of the project, it is not easy for the managers to
continue the project. On the other side, 17.50% of the respondents disagreed that project scope

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change creates uncertainties in the project. In Omantel, scope creep is all about changing the
project scope beyond its original objectives of the project. The stakeholders of the project may
request of a project change and business management takes the ultimate decision and till then the
project may not lead to the further development.
19. Project scope change can create challenges in functional requirement
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 45 37.50% 120
Agree 34 28.33% 120
Neutral 03 2.5% 120
Disagree 25 20.83% 120
Strongly
disagree
13 10.83% 120

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Table 4.2.19: Project scope change can create challenge in functional requirement
37.50%
28.33%2.50
%
20.83%
10.83%
Scope change can create challenges in
functional requirement
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Figure 4.2.19: Pie-chart showing project scope change can create challenge in functional
requirement
Project scope change provides challenges for the functional requirement as the project
scope change leads to undefined goals and inadequate objectives for the business. Respondents
agreed (28.33%) on the fact that lack of accountability or inadequate skills or improper risk
management in project scope change can lead to the project management challenge. 37% of the
respondents strongly agreed with the fact that project scope change can impact on functional
requirement of the project. In telecommunication sector, the project scope change is common as
their projects are large and completion of the project takes times. , in scope change, creating
unambiguous project contingency plan is a challenge for the project managers. Moreover,
communication is important during project completion, however, project managers cannot
communicate to stakeholders in the correct way.
20. Technical requirement can pose issue in project scope change

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Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 34 28.33% 120
Agree 30 25% 120
Neutral 06 5% 120
Disagree 22 18.33% 120
Strongly
disagree
28 23.33% 120
Table 4.2.20: Technical requirement poses issue project scope change
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00% 28%
25%
5%
18%
23%
Technical requirement can pose issue in project
scope change
Figure 4.2.20: Line graph showing technical requirement poses issue project scope change
It has been observed that technical requirement can pose an issue in project scope change
according to the respondents as 28.33% agreed on the fact. Technical requirement is large in
telecommunication project hampering and Omantel is equipped with technical specification. In
telecommunication sector and other large industry, project management can be done through
PMP or CAPM certification software. The project managers can use two-way voice over, email,
live chat and virtual whiteboards. The project objectives are set earlier and in case project scope

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changes, it is obvious that project objectives will not be fulfilled and throughout the life of the
project, managers have to face challenges for this.
21. After the project, project objectives can be measured through Key Performance
Indicators
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 20 16.66% 120
Agree 24 20% 120
Neutral 06 5% 120
Disagree 34 28.33% 120
Strongly
disagree
36 30% 120
Table 4.2.21: Project objectives can be measured through Key Performance Indicators
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
17%
20%
5%
28% 30%
Project objectives can be measured through
Key Performance Indicators

84
Figure 4.2.21: Scatter diagram showing project objectives can be measured through Key
Performance Indicators
It has been observed that respondents of the survey strongly disagreed (30%) on the fact
that Key Performance Indicators can measure the project objectives. Omantel uses SMART
objectives in measuring the objectives of the project and the project managers create a list of
project goals in order to show the related objectives associated with KPI. Mainly, project
managers’ use excels spreadsheet or online software to measure the project objectives. Key
Performance Indicators in project management contain specific measurement tools that can
define how it helps to achieve specific goals for a team. 20% of the respondents agreed that
objectives have relation to KPI. Objectives reflect Omantel’s central concept of any projects and
they take responsibility across administrative divisions.
22. Project scope change can disrupt the project objectives
Options Number of respondents Response percentage (%) Total Respondents
Strongly agree 47 39.16% 120
Agree 50 41.66% 120
Neutral 03 2.5% 120
Disagree 08 6.66% 120
Strongly
disagree
12 10% 120

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Table 4.2.22: Project scope change can disrupt the project objectives
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%
39.16%
41.66%
2.50%
6.66%
10.00%
Scope change can disrupt the project objectives
Figure 4.2.22: Bar graph showing project scope change can disrupt the project objectives
41.66% of respondents agreed on the fact that project scope change can hamper the
project objectives. The request for change occurs only when the project needs changes.
Completing all the project steps successfully is a basic principle of the project; however, project
objectives must be set in the beginning. This is the lower state of the project about time and
deliverables. 39% of the respondents agreed that scope change can disrupt any project. Some
basic changes have to be made during the project like cost, budget and time schedule. Project
scope change is about undertaking the formal investigation and approval process of changes in
all levels including internal and external stakeholders. In a theoretical context, disruption theory
tells about, any change request comes from stakeholders, the project managers have to stop the
motion of the project. The speed of the project is hampered and forward motion needs to stop.
23. Project scope change can occur in design phase
Options Number of respondents Response percentage (%) Total Respondents

86
Strongly agree 23 19.16% 120
Agree 45 37.50% 120
Neutral 02 1.66% 120
Disagree 32 26.66% 120
Strongly
disagree
08 6.66% 120
Table 4.2.23: Project scope change can occur in design phase
19.16%
37.50%
1.66%
26.66%
6.66%
Project scope change can occur on design
phase
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Figure 4.2.23: Pie-chart showing project scope change can occur in design phase
It has been observed that 37.50% of the respondents agreed on the idea that project scope
can occur in the design phase. If any stakeholder demands the change, the project managers need
to go for changes. Project managers should likewise start undertaking and activity designs
intended to evaluate the hierarchical effect. These would incorporate potential item offering
amendments, official administration training, consistency chance appraisals, review program and
different changes required to remain inconsistency. On the contrary, 26.66% of the respondents
disagreed with the fact the project scope change can occur in the design phase. In Omantel,

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Change request can come from realised risk and these issues must be documented in the project
by the project managers. This change management document can be submitted to the business
committee for a close review.
24. What are the causes of project scope change?
Options Number of respondents Response
percentage (%)
Total Respondents
Error in defining project
scope
20 16.66% 120
Implementation of a new
regulation
34 28.33% 120
Value-adding change 45 37.5% 120
Contingency plan 31 25.83% 120

88
Table 4.2.23: Causes of project scope change
Error in defining
project scope A new regulation Implementation of Value-adding change
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
16.66%
28.33%
37.50%
25.83%
Causes of project scope change
Figure 4.2.23: Column graph showing causes of project scope change
Project scope change can occur for many causes and most of the respondents agreed on
the value-adding change. More than 28% respondents believed that new regulation of
government is responsible for project scope change in the telecommunication industry. Most of
the cases, the change occurs for two reasons, external factors, market situation, industry analysis
and government regulations, in addition, internal factors are stakeholders' demand, insight issues.
37% of the respondents agreed that value-adding change is the reason behind project scope as
value is a nebulous term in the project. Project scope gets changed as stakeholders may want
value-added terms to improve the project scope. 18% of the respondents believed that error in
defining scope is another reason for project scope change. The new project document is then
redistributed to the project stakeholders and all the appropriate persons.
25. What are the challenges you faced when project scope gets a change in Omantel
Telecommunication?

89
Options Number of respondents Response
percentage (%)
Total Respondents
Increased risks 39 32.50% 120
Reduced team morale 21 17.50% 120
Recognising the project
budget
34 28.33% 120
Managing increased
work in short time
26 21.66% 120
Table 4.2.25: Challenges facing in project scope in Omantel Telecommunications
Increased risks
Reduced team morale
Recognising the project budget
Managing increased work in short
time
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%
32.50%
17.50%
28.33%
21.66%
Challenges faced when project scope gets
changed in Omantel Telecommunication
Figure 4.2.25: Bar graph showing challenges facing in project scope in Omantel
Telecommunications
The project can suffer from many challenges when project scope change is implemented.
32.50% of the respondents viewed the opinion that most important challenge of the project scope
change is increased risk. Project contributors may not possess the skills, in this regard; the
project managers may face the challenge of inadequate skills when project scope changes occur.

90
28% of the respondents opined about recognising the project budget at the initial stage is a
challenge for the project managers. Project scope change leads to change in the budget as the
cost of the project gets difficult with the project scope change. In Omantel, project contributors
may not possess the skills, in this regard; the project managers may face the challenge of
inadequate skills when project scope changes occur. Project scope change leads to increasing
work for the staffs and the project managers. Taking feedback and proper communication can be
challenging if the project managers are not competent.
26. What effect does project time change has on project quality?
Options Number of respondents Response
percentage (%)
Total Respondents
Increased quality of
production
21 17.5% 120
Increased cost
materials
34 28.33% 120
Increased cost of
project
35 29.16% 120
Increased labour 20 16.66% 120
Adjusting project
activities
10 8.33% 120

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Table 4.2.26: Project time change can impact on project quality
Increased quality
of production Increased cost
materials Increased cost of
project Increased labour Adjusting project
activities
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
Project time change has on project quality
Figure 4.2.26: Line graph showing project time change can impact on project quality
Project time change through project scope change can impact on quality of the project as
this is related to the increased quality of production, increased cost and increased labour and
adjust project activities. However, 29% respondents provided their opinion on the increased cost
of the project is the implication of project time. Telecommunication industry undergoes the
projects and these projects are costly, without managing risks, it may lead to failure. 28% of the
respondents believed that project scope change can impact on purchasing project materials. In a
theoretical context, complexity theory talks about interacting elements that are self-organised in
order to create a potentially evolving framework to showcase the hierarchy of developing system
properties. 20% of the respondents think that increased labour charge can be another issue for an
organisation when project scope change occurs.
4.3 Summary
In this chapter, data findings and analysis has been done based on the primary data that
have been collected through a survey. This data analysis has provided help in concluding the

92
research. Balancing any project scope is not easy and project scope change is another challenge
for the project managers. Trained project managers can save the project from the further
obstacle. In scope change, if the goals are not specified correctly, the project may lead to failure.
In case upper management is not able to manage the goals of the project, it is not easy for the
managers to continue the project. However, based on the data analysis, recommendations have
been provided to Omantel Telecommunications.

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Chapter 5: Summary of findings, Conclusion and Recommendation
5.1 Introduction
This chapter represents the summary of the overall research and the recommendations for
improvements in project management in Omantel. The evaluation of overall data findings and
analysis has been explained in this chapter from the perspectives of research objectives and
questions. This chapter gives the conclusion from the summary and findings and it proposes
recommendations. This chapter proposes some areas of research for further research
development scope in project management.
5.2 Summary of Findings
This research study intended to evaluate the possible reasons for project scope change
while controlling and managing a project. This study tries to establish a relationship between
project scope change and project objectives. The researcher has conducted a survey of Omantel
employees and the study found that scope change mainly happens due to the new regulations of
the governments and the project managers have to implement these changes in ongoing projects.
In this regard, change in project scope also happens due to the sponsorship issues and changing
preferences of the stakeholders. Needs can be varied from the perspectives of beneficiaries and
these changes are related to adding values to project scope. Omantel Telecommunications plans
the project according to the needs of the company and project managers define the scope at the
initial stage. If the project seems to lack in some perspectives, it is corrected at the primary stage.
Project scope changes are proposed by the project managers to the management and
stakeholders. Major reasons for project scope change are adjusting project activities,
implementing new regulations, error in defining projects cope and implementing the contingency

94
plan. Board of Directors analyse the changes in order to achieve the project objectives and
changes are made accordingly. Project requirements, policy, regulation, climate changes and
internal changes are responsible for the project scope change; employees of Omantel
Telecommunications opined that project scope change can be avoided if the project managers of
the firm understand the project needs and stakeholders’ perspectives in a right way.
The scope change in a project can result to adjustment of the activities and it can provide
satisfaction to the beneficiaries. Changing the activities of the project can provide outcome for
project requirement and it does not reflect upon the objectives. In Omantel, the project managers
try to limit the project scope change and project teams justify about allocation of project life.
Employees provided their view that Omantel Telecommunications define the project scope at the
initial stage; however, they cannot avoid the project scope change as the new policies and
requirement of the project are always implemented. Omantel faces quality and time issues when
the project scope changes occur suddenly and it impacts on the project objectives as well as
deliverables of the project. If Omantel Telecommunications face at the end that project
objectives do not meet correctly, it can hamper the organisational success as the time and money
have been invested in this project. Challenges in Omantel Telecommunications are associated
with the increased risks in the project, recognising the budget, increased risk in short time.
Project scope change is a risk for the business as it hampers the initial objectives of the business,
on the other side; Omantel can be benefitted through project scope change as project scope
change is helpful for the business stakeholders to minimise the project risks. Project time of the
Omantel needs to reduce project time when project scope changes occur as stakeholders need to
evaluate the project. It is indicated from the survey that project time is likely to enhance as the
project scope change delays the projects. Reducing the project time can affect negatively on

95
production quality. In addition, Omantel is in the telecommunication industry and it has been
using the technologies in project planning process. Employees of Omantel demanded that
technologies have been using; however, clarity of objectives in the initial stage is not observed in
the project. The technical requirement does not pose any issue to Omantel as Omantel has always
been technology friendly firm. Most importantly, project scope change can disrupt the project
objectives as the organisation has to alter the project objectives and it is risky for time, budget
and quality of the project.
5.3 Conclusion
The research found out that in managing projects, there are certain times, project
managers need to make decisions related to project scope. Projects in firms have to meet the
objectives as well; however, implementers of the project try to meet the objectives changing the
project scope. Changes in the project activities are implemented when these objectives can bring
a contribution to the achievement of project objectives. This research found that changes in the
project scope can impact on the quality, budget and time of completion of the projects. In
Omantel, research indicates when activities of the project are changed without alteration of the
time, budget and quality; this can lead to the risk of the project as changing scope needs
allocation of new resources. There are many such reasons to bring the project scope change;
however, Omantel project managers discuss this with the stakeholders. Oman recently entered
into WTO, therefore, telecommunication industry has to change the project objectives bringing
some changes in the ongoing project. Financial resources and human resources have to
denominate correctly by the management and objectives have to be influenced at the end.
Changing project scope during the designing and implementation stages can be risky and it
brings the challenges of recognising the project budget, reduced team morale and managing the

96
increased risk in such a short time span. The quality of the project is hampered and objectives
cannot be met at the end of the project. Project quality is associated with increased quality of
production, increased cost-materials, increased the cost of projects and increased number of
labours in a project. When the project cost is increased, it can provide the opportunity to pull up
the quality of the project by giving quality materials. Omantel has to ensure enough financial
resources as without this, it can lead to use low-cost materials. The objectives of the organisation
regarding the project will not be fulfilled.
5.4 Recommendations
a) Involving beneficiaries of the project at the initial stage
Project Managers of the project can involve the beneficiaries at the initial stage with the
definition of project scope that can help the project managers to understand the expectation of
the stakeholders of the project. This can lead to less chance of project scope change in later stage
of the project. Considering the sponsor's requirements, it is essential to let the beneficiaries to
know about the deliverables before starting the implementation of the project. Omantel deals
with a project that costs millions of dollars, hence, it is needed to involve the stakeholders to find
out if the scope is suitable for the environment or not.
b) Considering external environment factors at designing stage of project
In telecommunication industry, Omantel has to deal with the recent changes of the laws
regarding the telecommunication in Oman and Oman recently enters into WTO contracts. At the
initial stage, if Omantel follows all the guidelines of the project, it would be beneficial for the
organisation to evaluate the project at any stage without changing the objectives at the final
stage. External environment comprises, politics, economics, social and technological changes as

97
these can provide an idea of where the projects are going and likelihood of achieving the project
objectives. Omantel project managers can use this as the best indicator of project’s objectives’
success as first activities should be correct to lead the right direction.
c) Communicating project team
Project managers in Omantel should clearly define the project scope and this
communication needs to reach all levels of the firm. If one team defines the project scope, it is
necessary to re-examine the project scope, end goal and critical deadlines again and
communicate this to all. These help the project managers to fight against scope creep as clear
communication assists the firm to be on the right track achieving objectives and same schedule.
Project activities must take the direction that can help to solve the issues before the intervention
of the projects through clear communication. Stakeholders' employees' and management's
communication have to ensure to take the right direction to satisfy the needs.
d) Reduce work-in-progress
In both internal and external projects, project scope changes bring the new demands of
resources. At one time, too many productions can strain the organisation causing all projects to
face suffering and damaging. Omantel has to reduce the work-in-progress modes as it will help
to increase the speed of working without making delayed for the projects. Omantel can focus to
do one project at a time and it will reduce the multi-tasking of the management and project
managers. Team members, employees, labours and project managers can focus on small number
of tasks and it can increase the speed of the working without compromising the quality, cost and
benefits of the projects. Therefore, changing in project scope will not hamper the quality work,
objectives and this ‘reducing work-in-progress’ mode will allow the firm to be more efficient.

98
e) Improve quality of the deliverables
Omantel Telecommunications needs to improve the quality of the project deliverables
even after project scope change occurs. Project scope change is inevitable for the organisation
and they can improve the project deliverables by ensuring the quality. Quality deliverables help
Omantel to achieve the objectives of the project. Omantel must consider about the donors when
carrying out about the project scope change. It is also needed to follow the right direction from
the beginning verifying all external and internal conditions. The project managers need to define
quality clearly and they can use Pareto rule in order to solve the quality issue.
f) Follow initial scope and plan
Project managers should follow the initial plan in order to limit the project scope change.
Initial planning is very important and the project managers of Omantel can discuss the project
planning with stakeholders Project initiation document must be filled in order to define project
deliverables and objectives. The stakeholders of the project must be communicated with the new
change through e-mails or meetings.
5.5 Future Research works
This research can help the future researchers to analyse the project scope change
management and its influences to the project failure. This project can help the future research
topics related to ‘Project Scope Change and its impact on project successes’ and ‘Project scope
change and its effects of beneficiaries’. This research can help in future research works like
management of the project at initial stage that can augment to increase the chance of achieving
the project objectives. In future, impact of project scope change on project success can be

99
discussed in regard of negative effect of project scope change. Management of project needs to
understand about initial scope to understand the project outcome.

100
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