Remote web server - Chapter 13: Managing Changes to the Software Project
Chapter 13: Managing Changes to the Software Project 267 creep when you begin hearing people express expectations that certain functionality that you never planned for ought to be included. With project management experience, you will start to notice the types of activities that precipitate requests for changes. For example, during project meetings, certain stakeholders may start talking about functionality that wasn t included in the scope. They may talk about these extras as if adding them is no big deal. They may even act as if everyone knew that this functionality was expected all along. If you re past the planning phase and you ever hear a stakeholder say, Why don t we consider adding something new to the interface, or other words to that effect, such as Well, while we re doing X, we might as well do Y, beware. The stakeholder may make it sound as if both activities go hand in hand, but only one of the items is actually part of the project scope. It s up to you to manage and control the scope before you end up having to add all kinds of unplanned bells and whistles. With each project that you manage, tactics like these become more obvious and easy to recognize. Just be aware of them and add them to your very own lessons learned document so that you only have to deal with them once. Also keep in mind that scope refers to all the work and only the work that your team needs to accomplish to successfully complete the project. If an item isn t part of the documented scope, then your team shouldn t be doing it. Any other response to scope creep can get you into trouble. The biggest dangers, not surprisingly, have to do with the other two sides of the Iron Triangle, the timeline and the budget. Additional factors include adding chaos and disharmony to your team s dynamic. Can you say new job search? Examining the project scope The project scope includes all of the work and only the work that needs to be completed to successfully bring the project to fruition. You have several opportunities to examine your scope as you progressively elaborate the project scope. Progressive elaboration occurs when you develop the scope through several stages making the scope more complete with each pass-through. You and your stakeholders must continue to examine the project scope, which is actually what you and your customer agree at any particular point in time is the work that needs to be completed. As an example, at the start of the project when you are beginning to gather project requirements, you and your client may agree that the project scope is
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