Managing Project Scope Change

The research focuses on project scope changes and their impact on Omantel Telecommunications, a telecommunication firm in Oman. The study reveals that project scope changes can lead to delays, quality issues, and budget overruns, ultimately affecting the organization's objectives. It highlights the importance of involving stakeholders at the initial stage, considering external environment factors, communicating with team members, reducing work-in-progress, improving quality of deliverables, and following the initial scope and plan to manage project scope changes effectively.

Running head: DISSERTATION
Dissertation
Evaluating the effect of project scope change on project objectives at Omantel Company
Student’s name:
Name of the university:
Author’s note

DISSERTATION 1
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
Table 4.2.1: Gender of the respondents

DISSERTATION 2
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

DISSERTATION 3
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

DISSERTATION 4
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

DISSERTATION 5
More than 5 years 20 16.66% 120
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

DISSERTATION 6
Neutral 04 3.3% 120
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

DISSERTATION 7
scope. A lesser percentage of the respondents opined that project creep occurs in Omantel,
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

DISSERTATION 8
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
Table 4.2.3: Project scope change challenges in project planning

DISSERTATION 9
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.
4. Project time change has effects on project quality

DISSERTATION 10
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
not done properly and execution is needed correctly. More than 30% respondents in Omantel

DISSERTATION 11
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
Table 4.2.5: Project scope change can affect project objectives

DISSERTATION 12
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.

DISSERTATION 13
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

DISSERTATION 14
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
Table 4.2.7: Project scope change can affect budget

DISSERTATION 15
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.
8. Project scope change has impact on project time
Options Number of Response percentage Total Respondents

DISSERTATION 16
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
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
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

DISSERTATION 17
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
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

DISSERTATION 18
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
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

DISSERTATION 19
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
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 Response percentage Total Respondents

DISSERTATION 20
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
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

DISSERTATION 21
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
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

DISSERTATION 22
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
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

DISSERTATION 23
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
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

DISSERTATION 24
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
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

DISSERTATION 25
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
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

DISSERTATION 26
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
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 Response percentage Total Respondents

DISSERTATION 27
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
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

DISSERTATION 28
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
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

DISSERTATION 29
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
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

DISSERTATION 30
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
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 Response percentage Total Respondents

DISSERTATION 31
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
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

DISSERTATION 32
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
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

DISSERTATION 33
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
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

DISSERTATION 34
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
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 Response percentage Total Respondents

DISSERTATION 35
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
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

DISSERTATION 36
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
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

DISSERTATION 37
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,
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
Table 4.2.23: Causes of project scope change

DISSERTATION 38
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?
Options Number of Response percentage Total Respondents

DISSERTATION 39
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.

DISSERTATION 40
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
Table 4.2.26: Project time change can impact on project quality

DISSERTATION 41
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

DISSERTATION 42
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.

DISSERTATION 43
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

DISSERTATION 44
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

DISSERTATION 45
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

DISSERTATION 46
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