Every year technology projects face hard decisions about how to mitigate risk and address challenges as teams work to deliver on the promised business value in terms of ROI by creating useful solutions. Those decisions impact scope at every step and help evolve it until the final product is delivered and implemented. It means scope cannot be set in stone. Current literature focuses on scope under the project manager, not as a task that is impacted by multiple factors before, during and after the project. This guide crosses roles, phases and the triple constraint barriers to identify the risks…mehr
Every year technology projects face hard decisions about how to mitigate risk and address challenges as teams work to deliver on the promised business value in terms of ROI by creating useful solutions. Those decisions impact scope at every step and help evolve it until the final product is delivered and implemented. It means scope cannot be set in stone. Current literature focuses on scope under the project manager, not as a task that is impacted by multiple factors before, during and after the project. This guide crosses roles, phases and the triple constraint barriers to identify the risks and issues of restricting scope management to a single role, and demonstrates how it should be managed. Going Beyond the Waterfall explains how to define scope at the outset of a project. It provides a solid model for predicting, and managing solution scope across a project life cycle where the decisions and actions of every project team member contribute to that evolutionary process. It will help project teams understand how and when scope shifts and changes as a part of a living development process. This guide identifies the impacts that key tasks and activities will have on scope and how each can be managed effectively to prevent unnecessary scope creep and reduce run-away projects. Key Features Defines scope from program management to business case, to requirements and business as usual (BAU) Identifies how scope evolves and what causes it to change Describes how project and enterprise architecture methodologies impact scope & management Demonstrates the implications of change management and implementation on scope throughout development and roll-out processes Discusses the evolution of scope as a key process in the achievement of the project objectives Explains the definition and management process of scope from concept to implementation Illustrates how stakeholder engagement, requirements, project and enterprise architecture methodologies impact scope & management
Barbara Davis is President of RQX Global Training & Consulting, LLC, an organization that provides technology management and profit management services for projects, resources, portfolios and IT services. She is a proven thought leader and expert in business analysis, project management, and various aspects of information technology management and business. Ms. Davis has been a champion of business analysis and technology standards and infrastructure for well over a decade, during which time she developed the world's first university accredited business analysis diploma program, as well as proprietary methodologies. She is also an international speaker and author of Managing Business Analysis Services: A Framework for Sustainable Projects and Corporate Success and Mastering Software Project Requirements: A Framework for Successful Planning, Development & Alignment. Darren Radford is President and CEO of Aspire, a management consulting firm, located in Vancouver, Canada, that offers a delivery focused and outcome-based solution capability to effect the right changes at the right time in the right way. Mr. Radford is a respected thought leader in the areas of business and IT strategy; portfolio, program, and project management; product delivery; stakeholder engagement; risk and quality; business analysis; and business transformation. His reputation was built on identifying innovative approaches to solving growth, productivity, and cost management challenges by transforming and evolving firms into high functioning organizations capable of sustainable success. Mr. Radford has over sixteen years of business and IT-enabled transformation experience in the commercial and government sectors.
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