As an IT Administrator, working with many factors can abrupt when dealing on daily basics. I coordinate services to employees and outside contractors. I have to deal with many different request and issues that can come up. I was setting up a conference room with projector, keyboard, mice, and computer. The client wanted to be able to connect to the internet. I setup a wireless internet that non employees can be able to access the internet and not the company’s network. This allowed our office to be the first spot where client can access the internet and open conference space. A risk that came up is scheduling conflict of the conference room. There will be issues on scheduling conflict and client’s needs.
To better control a real project for my company is to setup the conference prior with the clients request. A project manager conducts an assessment of what are the requirements of setup the conference room. Most important of controlling a scope creep is to be not afraid of expecting issues that can arise. The IT Administrator must be prepare and plan for anything that can pop up. The delay of equipment not working can cause a meeting not to happen on time. The risk management is an important part of a managing any project. I continue to research technology and issues that improve my connection with my client’s needs.
Katie
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Tracking progress and maintaining control. In Project Management: Planning, Scheduling, and Controlling Projects (pp. 317-355). Hoboken, NJ: John Wiley & Sons, Inc.
Katie,
ReplyDeleteProtecting the value of a project involves dealing with the uncertainty that will be associated with its delivery. The role of Project Management is to assist in turning uncertain events and efforts into certain outcomes and promises. If this is the case, then the primary process associated with project management should be that of risk management. How other processes, such as scope, schedule, and spending management support risk management is therefore critical for successful project management and for maximizing the value of the project-based efforts. Uncertainty is why we need project management. How we manage for uncertainty is at the core of improvement of project performance -- getting projects done both faster and with better reliability of the promised deliverable dates. Good risk management planning begins with sound project management.
Project managers give themselves the greatest chance for success if they confront head0on the possibility that some things might change” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer, 2008). Risk exists at all times. The less planning we do for it, the higher the chance of failure or uncertainty of results.
I am a strong believer in integration. Therefore, risk management must be an integral part of any organization's project management methodology.
Risks are generally identified, assessed and quantified. Risk is then monitored until it is no longer a risk or to ensure that any events identified as a risk do not actually go unanswered. That's where risk response comes into the picture for me. Good Post Katie!
"Whatever can go wrong, will" -- Murphy's Law
References:
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Katie,
ReplyDeleteScope creep to me is about the changes that are being requested for a project that may or may not affect the timeline, budget, or client satisfaction (Stolovitch, n.d.). How do you see the client’s request for Internet access to be scope creep? If the request was made early in the process and it was budgeted for, was it scope creep?
Scope creep can be a result of a:
• Customer with unclear ideas
• Poor change control system
• Lack of a clear statement of work document
• Weak project manager
• Poor communication between stakeholders and/or team members
Reference
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E.
(2008). Tracking progress and maintaining control. In Project Management:
Planning, scheduling, and controlling projects (pp. 317-355). Hoboken, NJ: John Wiley & Sons, Inc.
Stolovitch, H. (n.d.). Monitoring projects. Lecture presented for Laureate Education
Inc.
Annie Swihart
Hi,
ReplyDeleteGreat post. It sounds as if you anticipate scope creep very effectively in your position. I came across and article that discussed scope creep, Jacob Gube suggest to “commit enough time to requirements gathering, set strict guidelines, and don’t be afraid to contradict unwise feature request” (Gube, 2008-2011, para 4-6). Gube’s suggestion to pay attention to the client’s wishes really is the first line of defense in keeping the project from straying too far. He suggests that it is also an acceptable option to question unusual requests that would change the project and allow for scope creep. Have you ever found yourself in a situation where the client has requested a change that would have sent the project off course? How did you deal with that change?
Thanks for your post,
Lori
Resources:
Gube, J.(2008-2011) Eight tips on how to manage feature creep., SIX Revisions. Retrieved from:http://sixrevisions.com/project-management/eight-tips-on-how-to-manage-feature-creep/