BSBPMG511 - Manage project scope

Running head: MANAGING PROJECT SCOPE
MANAGING PROJECT SCOPE
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MANAGING PROJECT SCOPE 2
Introduction
Project scope management is said to be a set of processes which ensures that a certain
project scope is accurately mapped and defined. This enables that supervisors and project
managers to allocate the right amount of work to each and every project team. On the other hand,
the scope is said to be a set of features or deliverables of a certain project. According to
PMBOK, the scope is that work which needs to be accomplished so as to deliver a certain result,
product or services with specified functions and features. PMBOK has gone ahead of defining
three processing of scope management which is closing, planning, and controlling. Scope
management has four processes which are collecting project requirements, planning the project
scope, defining the project scope, and creating a WBS. [ CITATION Kat15 \l 1033 ]. This paper will
have two sections which are the know assessment tasks questions and a task; project scope
management of a website upgrade.
Knowledge assessment task questions
What is an issue in scope management?
According to PMBOK an issue in scope management is a problem which needs attention
by both project managers and project stakeholders. Issues can either lead to project failure or
scope creep. Issues in scope management are as a result of poorly defined goals; this is resulted
by starting a project without clear objectives. Issues are also as a result of unrealistic deadlines;
in here project members and managers struggle to have unrealistic expectations which in turn
results to slipping of project timelines.
An issue is something that has already happened. There three types of issues which can
occur when carrying a certain task in project management. First is a problem; example a budget

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can be insufficient to buy or purchase all the required materials necessary to finish a certain task.
An off-specification is the second type of issue; this is a request by one of the project
stakeholders or the system users to add something to the project scope. An example is to design
new packaging as part of a new software development project. Third, is a request for change; this
is a suggestion to change one of the agreed features within the scope of a certain project example
is to change the design color of a smartphone development project. Issues are recorded in the
issue register or issue log and should be discussed on daily basis. The issues recorded in the
register are the one which requires formal action only. The major aim of keeping an issue log in
a project is so as to capture only those issues which require formal actions only. A new entry is
first recorded into the issue register. The issue log is then monitored and has to be updated daily
by the project manager until the issue is resolved.
Deliverable in scope management
A deliverable in scope management is an intangible or tangible service or good produced
as a result of the project which is intended to be delivered to a client. Some project management
specialists define deliverable as an output to be delivered to a customer. According to PMBOK, a
deliverable is a service or a product that is created to achieve a certain objective. An example of
project deliverables is improved customer approval rates, usability study, or a software
prototype.
There are an only one of attributes when it comes to project management deliverables which are
the project stakeholders or the clients, there are whom a project deliverable is created. From the
view of a stakeholder, a project deliverable is a path that the project management team take to
achieve a certain result. Example of a project deliverable is to create a chair one of the project
deliverables is to sit. From a client view, a project deliverable is a statement of work or what

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project managers refer to as the scope of work; actions carried out to achieve certain project
objectives. Some of the tips to ensure successful project deliverables are to start early. This helps
in uncovering the needs of project deliverables. Second is to consider your objectives; this an act
of decomposing one objective aiming at revealing important project deliverables. The third is
breaking down aiming ate determining tasks for each and every deliverable. Lastly is tracking
each and every task; this helps in sharing information about each and every project deliverable.
This means from the definition; project deliverables helps in answering several questions in
project management which are; what one is trying to achieve, how to achieve project objectives,
the things needed to help achieve overall project objectives and what is needed to create or
achieve a deliverable [ CITATION Rob11 \l 1033 ].
Scope creep in project management and how it happens
Scope creep is also referred to as requirement creep or what most of the project managers
refer to as kitchen sink syndrome. This is the changes or uncontrolled or continuous growth in a
project. Scope creep occur if a project is not properly defined or when a project is not properly
documented. Project scope creeps results in poor change control, poor communication between
project parties, lack of initial product versatility, and weak executive sponsor or project
managers.
Project scope is a risk to a lot of projects. It usually results to cost overrun. It is additional
functions or features to a new product or project requirements. PMBOK defines scope creep as
added functionality and features without addressing project resources, time, and project costs.
Project scope creeps occur when project sponsors or executives are not involved in every
decision making of a project. There are various reasons as to why scope creep happens one of