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Also Known as “You’d like it, just a bit bigger.
No Problem.”
Oh Still a bit Bigger……. OK
Even Bigger? It wasn’t in the plan but Okay….
7/24/2014 Gagan Gupta
When Scope creeps, the end
results is always more work
than expected.

• Problems:
– The changes that were not initially planned for, are added to project.
– The Project takes longer and costs more than planned and there is no
record of WHY??
• Causes:
– Not having a method to handle or recognize changes.
• What to do:
– Document the change management process to be used and followed
by Project Team.
– Educate the project Team to recognize a change or deviation from the
Plan.
– Follow the Change Management Process.

• Problems:
– Team Members do not have the information they need when they
need it.
– Issues or changes do not get escalated.
– Project reporting is sluggish
• Causes:
– The project’s communication plan was not completed.
– The project’s communication plan doesn’t have enough details.
• What to do:
– Find out the communication requirements of all team members, and
stakeholders, then document them in a common plan, and then follow
the Plan.

• You do not have enough people, the right skill-sets, or the
team is not committed to the projects.
• Problems:
– Tasks take longer than expected
to complete.
– Deadlines and milestones get
missed.
– Project completion date comes
into jeopardy.
– You end up working double shifts to
complete all the works.

• Causes:
– There was no pre-commitment of resources to the projects.
– The Project was not supported.
– There was no analysis and documentation of all skill-set required.
• What to do:
– Get executives Sponsorship for the project.
– Document which resources and skill-sets are needed to get the job
done.
– Create a plan that gives enough time to get the job done with the
allocated resources.
– Pre-assign the required resources to the team.

• “I would like a set of stairs that leads up to a bridge.”
• Problems:
– Customer will be unhappy.
– Customer will complain and you will end up doing the what they want-
at your expense.

• Causes:
– What the customer wants, was not clearly documented.
– What you believe the customer wants is different that what the
customer believes they have asked for?
• What to do:
– Find out and document exactly what the customer wants.
– Inform everybody of the project scope.
– Document Business, Functional and technical requirements.

• How do you figure out how long the project will take?
• Problems:
– An unrealistic timeline or budget will be agreed to.
– You will not be able to do all the work in the time allocated.

• Causes:
– No formal estimating method
– Estimate confidence is law.
– Volume of work not understood
• What to do:
– List all the work as well as possible.
– Estimate each work package.
– Add up all work packages.
– Always give answer using a range of dates

• Sorry about the project, I left it in my car & there was a bit of
an incidents.
• Problems:
– Unexpected events cause delays.
– Domino effect of thing going wrong.

• Causes:
– No Formal Risk Management.
– Just try to predict the big things that can go wrong.
– It’s the sum of the all little things that make a project late.
– Nothing is more stressful than trying to keep on schedule when
unexpected things keep happening.
• What to do:
– List all the work as well as possible.
– Figure out what can go wrong with each piece of work.
– Prioritize each risk as High/ Medium/ Low Probability or impact.
– Sort the list.
– Create a plan to deal with the risks at the top of list.

• “Emergency Phone installed, Deliverable completed”
• Problems:
– Difficult to get the agreement that the product is finished.
– Customer Keep wanting more, saying you didn’t do it to their
Specification.

• Causes:
– The Milestones or deliverables were not measurable.
– The customer never told us How many they wanted So we just
assumed 1,
• What to do:
– Ensure Milestones or Deliverables are:
Clearly Defined
Measurable (Quantifiable)

• Of course we Can do that for you.
• Problems:
– There was little or no planning before deciding you can get the job
done.
– The task you agree to turns out to be more work than expected.
– It takes you longer and jeopardizes other deliverables.

• Causes:
– Not enough time spent planning.
– You may have been pressured into giving an answer right then and
there.
– Didn’t have a full understanding of the work involved before
committing.
• What to do:
– Take the time to fully understand the work before agreeing to it.
– Its okay to say the work is not possible or will take too long
– Only agree to work when you’re sure it can be done, this will benefit
you and your managers.

• Hurry .... We have a tight deadline. No time to plan. Just start digging.
• Problems:
– The plan is flawed from the start.
– The project gets out of control and can’t be recovered.

• Causes:
– You have to do the work and weren’t also given time for project
management.
– Perhaps you only have 10% or 20% allotment for the project
management duties.
• What to do:
– Planning a project is like setting out a roadmap. Without it you will
likely get lost.
– Controlling a project is like driving a car. You have to continuously
watch the road (the Plan) and make little adjustments.

• I think I know how this helmet goes on. I have been riding scooters for two
years now.
• Problems:
– Your project don’t finish on time.
– Your project are always squeezed at the end.
– Your project are stressful.
– You have to deal with unrealistic expectation or customers.
– You feel your projects are out of control.

• Causes:
– People often don’t know what they don’t know.
– Their project are out of control but they don’t know WHY??
– They feel they are doing okay but could benefit from formal project
management education.
• What to do:
– Learn the methods, tools, and techniques successful Project manager
use to initiate, plan, execute and control their projects.

Presented by Gagan Gupta

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