A project is considered to be a success when it meets stipulated objectives using the set budget and schedule. Even though Sue initially thought that the project was complete and successful, he is currently facing challenges as a result of scope creep. There is uncontrolled and erratic growth in the scope of the HalfLoop project as it neared completion (Shirazi, Kazemipoor, & Tavakkoli-Moghaddam, 2017). It has occurred because a new division that moved into Matt’s organization was not included in the lessons learned.
Sue failed to institute proper ways to communicate with relevant stakeholders of the project. As a result, Sue came to know six weeks later that the client sponsor, James, had moved to another position. Had sue implemented an efficient communication channel, he would have received instant feedback from James regarding the division changes affecting the project (Farok & Garcia, 2016). Therefore, it would have been easy for Sue to prevent the scope creep from occurring.
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It is difficult to make radical changes to the scope of the project at the moment. Instituting changes will lead to budget overruns. Also, the project team had already been disbanded and was working on another different project. The success of a project is determined by a project manager and his team. Success will only be achieved if the project manager formulates effective ways to manage people (stakeholders) as much as time and resources ( Aga, Noorderhaven, & Vallejo, 2016) . Even though considering stakeholder opinion is important, giving in to all their demands will lead to a full-on scope eruption.
Project success is the attainment of the set objectives (products, services, and results produced in a project) within the scheduled time and under the reserved budget requirements. Sue should develop and approval process of scope change request for Matt. In case the approval is accepted, Sue should reorganize and include a change management process in the project scope. The management process should establish scope modeling, analysis, and prioritization to ensure that all the requirements of the project changes are met.
References
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management , 34 (5), 806-818.
Farok, G. M. G., & Garcia, J. A. (2016). Scope creep monitors level of satisfaction, cost of business and slippery slope relationships among stakeholders, project manager, sponsor and PMO to execute project completion report. Journal of International Association of Advanced Technology and Science (JIAATS) , 2 (2), 15-23.
Shirazi, F., Kazemipoor, H., & Tavakkoli-Moghaddam, R. (2017). Fuzzy decision analysis for project scope change management. Decision Science Letters , 6 (4), 395-406.
