Vous êtes confronté à une dérive de la portée d’une partie prenante. Comment reprendre le contrôle de l’orientation du projet ?
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Revisit business objectives:When scope creep occurs, take a step back and reaffirm your project's core goals. This ensures that any new ideas or changes contribute positively to the original intent and expected return on investment.
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Team collaboration:Remember, controlling project scope is a group endeavor. Openly discuss each team member's capacity and work together to integrate changes without derailing the project. It’s about shared responsibility and mutual support.
Vous êtes confronté à une dérive de la portée d’une partie prenante. Comment reprendre le contrôle de l’orientation du projet ?
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Revisit business objectives:When scope creep occurs, take a step back and reaffirm your project's core goals. This ensures that any new ideas or changes contribute positively to the original intent and expected return on investment.
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Team collaboration:Remember, controlling project scope is a group endeavor. Openly discuss each team member's capacity and work together to integrate changes without derailing the project. It’s about shared responsibility and mutual support.
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Well, it’s not the BA’s responsibility to control project scope. Scope is controlled by the stakeholders. The best that the BA can do is to provide an assessment of their resource availability. That having been said, everyone on the project team has a responsibility to ensure the success of the project. “Getting it back under control” is a team effort. As always, the BA can facilitate and mediate, but not control.
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The project scope should come from the business objectives and problem the project is designed to solve. Often scope creep results from all the extra (and often good) ideas that surface while exploring the core problem. Revisiting the business objectives, and ensuring the project is on track to deliver a positive ROI, will often help alleviate scope creep.
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Scope Creep always carries a very negative connotation. Unfortunately most PMs take Program Charter as a gospel and try to deliver what the "original scope" was. In my experience, for Business Analysis projects, the stakeholders are also on a journey to discover their requirements. The ultimate objective of an Analytics initative should be to add value to business. Taking user feedback and updating the scope to different priorities should be open for discussion. It is not an invitation to redesign entire scope. Timeline and Cost should be guarded fierecely to ensure project delivers an MVP that is reasonable for business consumption. For future phases, hosting detailed design sessions with right people should be considered before kick off.
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Scope is a critical element to be understood early and during the project. When events are proposed that exceed the boundaries we as BAs must guard the scope fiercely but diplomaticly.
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This is where the Project Priority Matrix becomes meaningful, helping managers manage different project expectations and the trade-offs between Cost, Time, and Scope. If the scope is to be enhanced, cost cannot be a constraint. Additionally, many projects fail or get delayed due to an unclear or poorly defined Priority Matrix.
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