The Case of the Never Ending Scope Creep Introduction and Purpose: The purposes of this report are

to: assess the status of XYs Departments project to improve its obsolete computer system which manages public clients; recommend steps to bring the project to a close, and recommend improvements to the XYs Departments future project management practices. Assessment of the Current Status: The project has not been completed. The department has incurred unanticipated overhead. The department has received a request for an additional $185,000. There are no records of the original scope, scope changes, schedule, or budget. XY Departments objective was to replace and to improve its obsolete computer system which managed public clients. The project was apparently scoped and planned, with specific milestones for implementing the hardware and, subsequently the software, across 87 sites with a projected completion date of June 30, 2001. However I have not been able to find any reliable reports as to the actual scope, schedule, and budget. The project began July 1999 and as of today June 1, 2001, it has not been completed. According to an interview in the Journal of Digital Asset Management with Glenn Ferrell, an acclaimed project manager with over two decades of experience, sound project management practices entail that projects are to be clearly scoped, have structured contracts and budgets, have

sound communication, and have meticulous schedules using Gantt or PERT charts, resulting with a completed project by the projected completion date (Ferrell, 83-96). With respect to scope everyone must be on the same page and share the same goals. However, this did not occur in XYs case because there was a project steering committee that consisted of managers with differing outcome needs to suit their particular work environment. Good Programs was apparently under contract with XY. However there are no reliable reports as to the actual scope, schedule, and budget. Sound project management practice would be to have a clear contract. I also learned that Good programs offered additional free features that were not in the original scope and in return, XY was required to allow Good Programs to be a research and development site, which ultimately benefitted Good Programs. Because the project is not complete XY has not received any additional functionality and benefits. In sound project management the original scope should be completed before adding additional scope items (Ferrell, 84). With an original objective of completing the project within a budget of $1.5 million, today XY is being asked for an additional $185,000. Sounds management practice requires a set budget and not to approve additional funds without clear justification The department has incurred unanticipated overhead in that XY employees had to take time off from their normal workload to individually test new versions of Good Programs software. This resulted because the steering committee met less frequently and Good Programs was left to do more and more of the day to day management. Instead of addressing the steering committee Good Programs introduced new versions after approaching individual representatives, with little consultation among managers. In sounds project management there is clear communication among stakeholders including project staff, contractors, customers, vendors,

operations management, executive management etc (Ferrell, 87). A good project manager controls communication by putting processes into place that structure those communications so work can proceed effectively (Ferrell, 88). For projects to be completed on time they must be meticulously scheduled. Gantt charts help plan out the tasks that need to be completed, provide a basis for scheduling when the tasks will be carried out, allow a manager to allocate the appropriate resources for the project, and help work out the critical path for a project (Mind Tools, 1). Following the successful use of Gantt charts in the Hoover Damn and the Interstate Highway Project, they have become a standard part of the project management toolkit (Ferrell, 84). The Program Evaluation and Review Technique (PERT) is similar to the Gantt chart in the information it provides, however PERT also assess the most efficient way of shortening time on urgent projects, by using estimates on the shortest time, most likely time, and longest time, for a stage in a project to be completed (Mind Tools, 1). Steps to Bring Project to a Close: 1. . The first step in bringing this project to a close is to identify a project manager to oversee the project. 2. As project manager, he or she should answer the following questions: What tasks have been completed? What is the progress of the tasks that are in the process of being completed? What tasks still need to be done? 3. The project manager should then attempt to find the original contract; find out what Good Programs was specifically scoped to do and the projected schedule. If the project manager finds the original contract and it is clear that Good Programs has violated it, then XY should enforce the contract and if necessary use legal procedures.

4. If the contract cannot be found I would recommend negotiating a new contract with Good Programs. The new contract should have a clear scope, schedule and budget. I recommend the contract have a clear scope and include the following statement Good Programs will implement and supply the necessary hardware and software to replace and improve XYs computer systems over 87 sites by June 30, 2002. In addition, I recommend that the contract contain a specific budget, and state a specific schedule using Gantt or PERT charts. Recommended Budget, Gantt, and PERT charts to implement the project: Recommended Budget:

Total by Month XY Project Manager Hardware Software $ 7,692 $ 7,692 $ 7,692 $ 7,692 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 7,692 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 100,000 $ 500,000 $ 300,000 Good Programs Salary: Project Salary: Expenses (travel, Mangers Programers phone, etc.) $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 250,000 $ 150,000 $ 100,000

June July August September October November December January February March April May June Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

46,154 46,154 46,154 46,154 171,154 121,154 46,154 171,154 121,154 171,154 121,154 171,154 121,154 1,400,000

Recommended Gantt Chart:

Task 7: Install Hardware/software in 21 sites Task 6: Install Hardware/software in 22 sites Task 5: Install Hardware/software in 22 sites
Start Date

Task 4: Install Hardware/software in 22 sites

Task 3: Project Manager writes a new contract

Completed

Remaining

Task 2: Pick a project manager Task 1: High Level Analysis

37000.0 37050.0 37100.0 37150.0 37200.0 37250.0 37300.0 37350.0 37400.0 37450.0 37500.0

Task 1: High Level Analysis Task 2: Pick a project manager Task 3: Project Manager writes a new contract Task 4: Install Hardware/software in 22 sites Task 5: Install Hardware/software in 22 sites Task 6: Install Hardware/software in 22 sites Task 7: Install Hardware/software in 21 sites

Start Date Completed Remaining 06/01/01 0 62 7/1/2001 0 7 9/2/2001 0 29 10/1/2001 0 74 1/1/2002 0 74 3/1/2002 0 74 5/1/2002 0 75

Recommended PERT chart:

Recommended Improvements for Future Projects: XYs future projects should use strong project manager(s). According to Ferrell, within the last couple of decades project managers and offices have grown because managers have begun to realize that only about 40 percent of projects actually achieve their goals (Ferrell, 87). However, a well run Project Management office or manager should increase the probability that an individual project will succeed and increase the visibility into the risk that an individual project will fail (Ferrell, 87). A good project manager does two things: one is to provide a common set of tools and frameworks for defining and running projects and, perhaps just as

importantly provide a set of reporting tools that produce uniform data information that can be aggregated and summarized though activities and tasks all the way up to business process (Ferrell 90). Project managers make sure the project is completed by the projected date by utilizing the good project management practices stated earlier: clear scope, structured contracts and budgets, sounds communication, and meticulous schedules using Gantt or PERT charts. Although the hiring of a project manager should increase the chances of a project being completed there are always going to be potential shortfalls and unforeseen variables that could cause a project to fail. Because projects are progressively elaborated (Ferrell, 84) the understanding of a projects scope is developed as we move through analysis, design, and implementation (Ferrell, 84). Scope changes can become increasingly detailed and complex and if the proper attention is not applied in documenting these changes then the project will have potential to fail. Complex projects involve multiple participants. Projects can fail due to lack of communication among participants and the division of labor in a large group (Ferrell, 84). However if issues are dealt with and documented appropriately a project manager can make decisions and change schedules or budgets if necessary to solve the problem and still complete the project. Selecting a Project Manger: As stated above, for future endeavors a project manager is a critical part to a projects success. A project manager should be organized, be a good communicator, be able to make hard decisions, be able to understand contracts, and be able to create and utilize budgets, Gantt charts, and PERT charts. Advice to CEO:

In conclusion for future XY projects it is critical to choose a reliable project manager who uses sound project management practices that include a stating a clear scope, creating structured contracts and budgets, expressing clear communication, and scheduling project tasks using Gantt or PERT charts. A project manager who uses these techniques will increase the chances of a project being completed on time and within budget.

Works Cited Ferrell, Glenn. "The Five Pillars of Project Management Infrastructure- An Interview with Glenn Ferrell."Digital Asset Management 6.2 (2010): 83-96. Print. Mind Tools. "Critical Path Analysis and PERT " Mind Tools - Management Training, Leadership Training and Career Training. Mind Tools, 2011. Web. 03 Mar. 2011. <http://www.mindtools.com/critpath.html>. Mind Tools. "Gantt Charts - Project Management Tools Mind Tools Management Training, Leadership Training and Career Training. Mind Tools, 2011. Web. 03 Mar. 2011. <http://www.mindtools.com/pages/article/newPPM_03.htm>.

Slide 1

Slide 2

Assessment of Current Status

PROJECT

Project has not been completed. Department has incurred unanticipated overhead. Department has received a request for an additional $185,000. No records of the original scope, scope changes, schedule, or budget.

Slide 3

Sound Project Management Practices entail

Clear scope Structured contracts and budgets Sound communication Meticulous schedule using Gantt or PERT charts Be completed by the projected completion date

Slide 4

Bring Project to a Close

1. Hire a project manager Project Manager should 2. Answer the following questions: what tasks have been completed? What tasks still need to be finished? What tasks still need to be done? 3. Enforce original contract if found 4.Write a new contract 5. Create budget, and Gantt or PERT charts

Slide 5

Recommended Budget
Total by Month XY Project Manager Hardware Software $ 7,692 $ 7,692 $ 7,692 $ 7,692 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 7,692 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 7,692 $ 125,000 $ 7,692 $ 75,000 $ 100,000 $ 500,000 $ 300,000 Good Programs Salary: Project Salary: Expenses (travel, Mangers Programers phone, etc.) $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 19,231 $ 11,538 $ 7,692 $ 250,000 $ 150,000 $ 100,000

June July August September October November December January February March April May June Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

46,154 46,154 46,154 46,154 171,154 121,154 46,154 171,154 121,154 171,154 121,154 171,154 121,154 1,400,000

Slide 6

Gantt Chart
Task 7: Install Hardware/software in 21 sites Task 6: Install Hardware/software in 22 sites Task 5: Install Hardware/software in 22 sites Task 4: Install Hardware/software in 22 sites Task 3: Project Manager writes a new contract Task 2: Pick a project manager Task 1: High Level Analysis 10/01/00 01/09/01 04/19/01 07/28/01 11/05/01 02/13/02 05/24/02 09/01/02

Start Date Completed Remaining

Slide 7
10.3

Recommended PERT Chart

10.3

6
8.8 Weeks 1 Week 4.1 Weeks

0
High level analysis

7.8
Pick Project Manager

1.8
Project Manager writes a new contract

4.2

10.3

8 10.4

Slide 8

Slide 9