A continuación, te explicamos cómo puedes navegar por los cambios en el proyecto y la corrupción del alcance como gestor de proyectos.

In controlled environments and with good project managers scope creep usually happens primarily due to lack of top level support and/or unclear contractual clauses open to interpretation. Preemptive actions to address this is key. A balancing act involving a strong stance, flexibility, innovation, creativity, and strong documentation is key to managing these situations.

Understand Requirements and Define Scope Building connect with the Customer and Empathising, collect requirements. Make sure that Goal of the project, Its deliverables and Timelines are clearly documented. Use this to define Scope of the project. Also, document a Change mgt process as part of Scope definition. Be flexible but clear on what can be accommodated as part of current scope and what will require Scope review and Changes to be agreed considering Effort/ Cost, timelines, Resource impacts, Risks, Quality etc. Having a clear line of Communication helps in making sure that one is agile to proactively understand new/ amended requirements and progress change management as required.

Setting the initial scope is an obvious first step. The scope will change, controlling all aspects of the environment is neither possible or desirable. Anticipating this can allow for preparatory strategies as well as avoid "stakeholder shock".

Scope changes are par for the course in any project. Scope expansion, reduction or replacement all have effects on the project and introduce schedule, cost and technical risks. If these are not identified and assessed before approving / executing the changes, they will come back to bite at a later time during the project timeline where mitigation may be difficult and costly. Clarity and communication with project team members and stakeholders as to the impacts and risks are a must. Any revisions to schedule and cost must be reflected concurrent with the approval of the scope change(s). Based on my experience, I would discourage anyone from ‘sneaking’ in a scope change however small it is.

anticipate change effectively in project management: Risk Assessment: Identify and assess potential risks that could impact the project. Scenario Planning: Develop contingency plans for different potential scenarios. Stakeholder Engagement: Regularly engage with stakeholders to understand evolving needs. Change Management Plan: Establish a structured approach to manage and evaluate changes. Flexibility: Build flexibility into project plans to accommodate unforeseen changes. Continuous Monitoring: Monitor project progress and external factors for early signs of change. Communication: Maintain open communication channels to keep stakeholders informed. Learning from Past Projects: Apply lessons learned from previous projects to antici. chall.

Anticipating and managing change is crucial for successful project management. There are great tools that make your work easier, such as monday.com. By actively monitoring the project's progress and regularly engaging with the team and stakeholders, you can stay ahead of potential issues and adapt plans as needed. This proactive approach not only helps to identify areas where scope creep may occur but also allows for the timely implementation of contingency plans to address any unexpected changes. But don't forget that in the end it's your team that does the work.

Scope creep - Change is inevitable. clients and customers should be the first place you look to anticipate change. For me as project manager or executive leader, learning to anticipate change might come from listening carefully to my clients and their changing needs, It is important to sit down with both your management team and engineering team every time a new feature is added to scope, Whether the scope is necessary to add in the projects, During planning, the Project Manager should ensure that all critical stakeholders, e.g., sponsor, SMEs, end-users are identified and stayed engaged to minimize surprises. Right Communication to be planned in a right way to the entire team members.

It's important to monitor your project’s progress closely to stay ahead. This lets you spot any deviations early and address them before they escalate. Regular communication with all stakeholders is also vital; it helps you promptly identify potential changes or expand requirements. Always have a contingency plan to respond swiftly and appropriately when changes occur. Additionally, setting clear boundaries for the project scope from the outset and ensuring all involved understand these limits can prevent misunderstandings that might otherwise lead to scope creep. By being proactive and prepared, you can smoothly manage changes and keep your project on track.

Always anticipate change in projects. The more experience you have the more you can anticipate it or ideally, it is brought up prior to the SOW being signed and you can discuss then put in the SOW. Being proactive and not reactive also shows you are on top of your game along with gaining trust from the client that you know what you are doing.

Clear communication in project management involves defining a communication plan, using simple language, actively listening, providing regular updates, clarifying expectations, establishing a feedback mechanism, documenting communication, and adapting communication styles to ensure stakeholders understand information effectively and collaborate efficiently.

Communication is crucial to coordinate the changes development starting from initiation phase up to approval/rejection stage by change control board. In addition transparency of the process should be wisely managed to avoid unnecessary disturbance for the teams for changes at initiation stage. Therefore the communication needs to be well designed and maintained.

Effective communication during project changes is not just about sharing information, but also about active listening and collaboration. As an executive, it's crucial to create an environment where stakeholders feel comfortable voicing concerns and suggestions. This open dialogue can lead to innovative solutions and stronger buy-in from the team, ultimately contributing to the project's success.

Communication is one of the Key factors in Project management as there would be dependency on various stake holders! It is always good to set the expectations and welcome perspectives from each individual if you are Project Head, so that you win more ideas and better ways of closing the project with desired outcomes and well within the timelines! To set this journey on a small sail, Communication plays a key role in every project and hence it should be respected and abide by all the people involved in the journey! Communication with Empathy & Compassion matters when you are working as a Team!! 👍🏾 Love & Evolve! 💜😇

Communication is one of the most under emphasized aspects of sort of organizational processes and then cross organization cooperation. Today we have too many forms of communication, from very informal which are personal relationships which I find are the very most effective, informal, communication, tools, like slack and Amazon it used to be twitch. I remember the old MS messenger, and even use WhatsApp. While these things are great people can post and people can input, a lot of times of there’s too much data on the specific channel and the important information gets buried. Also, if there’s no call to action in a communication then people accept the information, but no one picks up the ball/ takes the initiative

Maintain a sense of urgency and commitment. This can be your best defense against scope creep. Make the tradeoff with schedule clear and engage your team. Turn the question around, how do we meet our original goal if we add this extra capability? How do we mitigate the impact? Is it really worth it? This engages the team in problem-solving and owning what to give up to compensate.

Being a kind No sayer. Practice saying "no" gracefully and assertively to requests that fall outside the project's agreed-upon scope. It's hard but a powerful skill.

It is necessary to manage the expectations of stakeholders. Even in agile projects where the teams are open to changes, the requests for changes needs to be structured, aligned with the product objectives and the final product efficiency.

We should have the Systematic and structured approach to Manage the change and new expectations, we should be very open and transparent in communicating the schedule, Cost and quality impact on the changes which we do in the project, After communicating to the team on the change, be prepare for the the change, Plan proper implementation and sustain the change. During these systematic approach, have the right process mapping documentation, Identify the the key roles of the Stakeholder's and SME's, Identify the team player who resist for the change, Address the person by providing him that what benefits & results will come out of this change. Have the right process management in place.

I find that going back to the project goals and business objectives with the stakeholders/requestors and discuss if the addition is in line with those. Also, I would discuss if the change will have a larger tangible outcome than what is lost by delaying the release with the current scope. If it doesn't, or if this new item can be added post-project, or even at a later phase, I would discuss with them the reasons and benefits to keeping the project scoped as is.

This is very important when navigating changes and scope creep on an executive level. You also need to be adaptive and willing to adjust plans, resources, and priorities as needed to accommodate changes while staying focused on achieving project objectives.

A project should be seen by all parts engaged on its delivery and its future productive saga, as a life creature......Whereas the capacity of adaptation of your team and the team of your customer to face any difficulty should be a "modus-vivendi" that will assure its outcome by delivering the full scope of the project as conceived and always under estimated initial cost and delivery time.

Yes, I find in any business situation that a plan is only good as the information that’s available at the moment in time and when prepared and accepted or approved. So many things can happen in the course of a business week, business month, business quarter, and fiscal year. In senior CFO roles at several major corporations, I found it very difficult to create accurate business plans that could forecast beyond the next two years. There are far too many variables to track and consider, so one has to always remain flexible so that the business plan or initiative remains relevant and valuable.

Stay flexible in project management by embracing change, adjusting plans as needed, prioritizing tasks, delegating effectively, developing problem-solving skills, maintaining open communication, continuous learning, and feedback loop to navigate challenges, seize opportunities, and achieve project objectives successfully.

While it's crucial to control scope creep, flexibility is key to successful project management. Stay open to re-evaluating the project scope in response to valid business needs or unforeseen circumstances. Adaptability can be a strength, allowing your project to evolve in ways that add value without derailing original objectives. Balancing firm boundaries with the ability to pivot is a skill that will benefit both the project and your team. Being flexible involves maintaining open communication with stakeholders to understand their evolving needs and making informed decisions on necessary adjustments. This approach ensures that the project remains relevant and aligned with business goals and stakeholder satisfaction.

Meticulous documentation of any agreed-upon changes, updating project plans, schedules, and budgets is a key practice. This ensures all team members and stakeholders are aligned, providing a historical record and clarity. Documentation also allows for the impact analysis of these changes, informing future project management practices. By understanding and recording each adjustment, project managers can better plan and manage future projects, preventing misunderstandings and ensuring project integrity throughout its lifecycle. From personal experience, projects without this can easily veer into scope creep, derailing both timelines and budgets.

Documents are meant to stay up-to-date during the lifecycle of the project. In large project this becomes challenging especially when an update affects multiple documents. Therefore here comes the Management Information Systems which are crucial to maintain the updates and its efficient communication to all stakeholders whether through a push or pull systems, depending on the documents and recipients.

It all comes down to the documents. When a project gets side tracked or stopped due to lack of clear agreement or understanding, the actual written documentation is the starting place, and in a legal dispute, govern the dispute resolution process, including in a Court of Law. Meetings must have minutes taken, minutes must be shared with all stakeholders, and all levels of documentation must be complete, accurate, to the appropriate level of detail and up to date otherwise it will be easy for things to fall of the rails.

Alterar documentos durante o projeto é comum e muitas vezes necessário para refletir mudanças nas especificações, requisitos ou circunstâncias. No entanto, é importante manter um registro claro de todas as alterações feitas e garantir que todas as partes interessadas estejam cientes das mudanças. Isso ajuda a evitar confusões e assegura que o projeto prossiga de acordo com o plano revisado.

In my experience, the foundation of scope creep really gets laid at the onset of the project. The more ambiguous you are with initial scope definition. The more Room you allow for changes later on. What really helps is understanding the product clearly at the onset and clearly calling out the out of scope items to the extent possible , specially the ones which you feel fall in the grey area and may cause significant work. In summary calling Out, clearly, what is not in scope is sometimes more helpful. Having said that Change requests should be dealt with effectively via a good change governance mechanism, but having a clearly defined in and out of scope, helps you manage the scope creep adequately without really bending backwards!

An important point to consider is the impact of the changes. Consider the impact on the budget, on the timeline, on the scope. And above all consider the benefit of making the change. These are important elements to consider before making a decision on a change since it can influence positively or negatively your project, moving forward. Once you have this clarity, use it as well to explain the rationale for the decision to accept or deny the change. By understanding the impact, the stakeholders are more likely to follow your logic and why you came to such decision, with your project team.

Don’t kid yourself it’s about politics and “flexibility”. Scope creep is indicative of poorly defined project parameters, a lack of will to say “no”, and too many (or wrong) decision makers. Beyond that, it shows irresponsibility of leaders permitting it, and the instigators creating it.

Mental Agility is required to effectively Manage projects in this new work environment of rapid change and disruption. In my experience if you can have a nimble mindset to adjust to change by understanding, communicating the change and implementing quick actions, your project will stay on track!

Scope of work (SOW) is described in details in the contract and all "approved changes" during project execution period that lead to scope change are attached to the contract by the Client as addendum or amendment. So, the scope creep can be prevented by this approach (good contract management).