The project scope and project element as finished creates the end deliverable of that project. The scope is identified gradually up front for providing the project, the best opportunities of success (Heldman, 2013). However, the scope could potentially alter while the project life0cycle has been going on. This is also known as the scope creep. It should be noted that the general measure of success for the project scope aspect has been the inherent nature on delivery.
The primary take away has been from the “Triple Constraint”. It has been a triangle and nobody could alter or modify any side of it. As any adjustment is done, the other sides also get changed. For instance as there has been any request for any scope changing in the midway while the project is executed, the other attributes like time and cost also gets affected in any way (Snyder, 2013).
There has been a questionable debate regarding the how much or how less has been dedicated through the complexity and nature of the scope change. To explain this, an example could be considered. As any schedule appears very tight and project manager thinks that the requirement of the scope could not get accomplished before the time allotted, both time and cost gets affected.
The method to recognize the area impacted through project related information on the impact, involvement and interests regarding the success of the project are analyzed hereby. The stakeholders have been recognized in the early phase of the project. The levels of influence, importance, expectation and interests are been assessed, since this has been vital for the project success. The stakeholders identified have been categorized according to their involvement, influence and interest.
The primary techniques and methods utilized are the expert judgment and analysis. The analysis of stakeholders analyzes and collects qualitative and quantitative data systematically. It recognizes whose interests ought to be considered throughout that project (Wysocki, 2014). The outcomes of the process to identify the stakeholders have been the following.
The stakeholder register: This keeps the details relevant to the identified stakeholders.
The stakeholder management strategy: This has been defining the method for increasing the support of the stakeholders. They minimize the negative influences in the complete life-cycle of the project.
Heldman, K. (2013). PMP Project Management Professional Exam Study Guide (7th ed.). Indianapolis, IN: Wiley.
Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK Guide®) (5th ed.). Newtown Square, Pennsylvania: Project Management Institute.
Snyder, C. S. (2013). A project manager’s book of forms: A companion to the PMBOK guide (2nd ed.). Indianapolis, IN: Wiley Publishing.
Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme (7th ed.). Indianapolis, IN: Wiley.
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