Prior To Beginning Work On This Discussion Read The Weekly L

Prior To Beginning Work On This Discussion Read The Weekly Lecture An

Prior to beginning work on this discussion, read the Weekly Lecture and assigned weekly reading from Chapters 6 and 8 from your textbook. The Helpdesk ticketing software project you are managing is on target to complete on time, on scope, and within budget (known as the triple constraints). This morning, the IT director came to you requesting additional functionality in the software that was not a part of the original scope. You know that accepting these changes will negatively impact the project’s timeline and the budget. What is the rationale behind making a scope change once the project has started? What needs to be considered before making changes to the project? What steps should be taken to determine if these changes should be made? Your initial response should contain at least 200 words and be supported by at least one additional Scholarly, Peer Reviewed, and Other Credible Source (Links to an external site.) (other than the textbook or required reading). This week’s required readings and Weekly Lecture may also be used as the basis for your post. You are encouraged to post your required replies early during the week to promote more meaningful and interactive discourse in this discussion.

Required Resource Text Schwalbe, K. (2017). An introduction to project management (6th ed.). Retrieved from Chapter 6: Planning Projects, Part 3 (Project Quality, Resource, Communications, Stakeholder, Risk, and Procurement Management) (read pages ) Chapter 8: Monitoring and Controlling Projects (read pages ) Recommended Resource Project Management Institute (PMI). (2017). A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). Retrieved from The full-text version of this book is available through the eBook Central database in the Ashford University Library.

It provides detailed information about the PMI’s standards for project management. The PMBOK® Guide supports the text and the learning objectives in the course and is a useful resource for your weekly learning activities. Additionally, the PMBOK® Guide reflects the standards in the project management industry. This source may assist you your Project Risk Reflection discussion forum this week.

Paper For Above instruction

In the realm of project management, scope changes are inevitable, especially when stakeholders identify new needs or opportunities during a project's lifecycle. Making scope changes after the project has commenced often raises concerns about disrupting schedules, budgets, and resources. However, there are valid reasons to consider such alterations, provided they align with the overall project goals and organizational priorities.

One primary rationale for implementing scope changes mid-project is to ensure the final deliverable remains relevant and valuable to stakeholders. Particularly in dynamic environments, evolving business requirements may necessitate adjustments to ensure the project outcomes align with current needs (Schwalbe, 2017). For instance, technological advancements or market shifts may make the initially planned features obsolete or less competitive, compelling project managers to adapt the scope accordingly. Additionally, addressing unforeseen issues or risks that emerge during project execution may require scope modifications to maintain quality standards or compliance.

Before making any scope change, a comprehensive evaluation of its implications is essential. Key considerations include assessing the potential impact on the project’s timeline, budget, resources, and overall quality. Project managers must evaluate whether the change aligns with strategic objectives, and whether the benefits outweigh the costs. Engaging stakeholders through an impact analysis and obtaining formal approval ensures that the scope change is transparent and justified (PMI, 2017). Moreover, it is vital to revisit the project’s scope management plan and change control procedures outlined at the project's planning phase, to ensure systematic handling of changes.

The process of managing scope changes typically involves several steps. First, identifying and documenting the proposed change and its rationale. Next, conducting an impact analysis to determine effects on project constraints, including schedule, budget, and resource allocation. Then, presenting findings to key stakeholders for approval or rejection, often through a formal change control board or authority. Finally, integrating approved changes into the project plan, updating relevant documentation, and communicating these updates to the project team. This structured approach minimizes risks associated with scope creep and maintains project control.

In conclusion, scope changes are sometimes necessary to accommodate evolving requirements and unforeseen challenges. However, rigorous assessment and formal control processes must govern such changes to mitigate risks and ensure project success. By carefully analyzing the impact and involving stakeholders throughout the process, project managers can adapt effectively without compromising the project’s integrity.

References

• PMI. (2017). A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
• Schwalbe, K. (2017). An introduction to project management (6th ed.). Boston, MA: Cengage Learning.
• Meredith, J. R., & Mantel, S. J. (2017). Project management: A managerial approach. Wiley.
• Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling. Wiley.
• Larson, E., & Gray, C. (2017). Project management: The managerial process. McGraw-Hill Education.
• Hendrickson, C. (2008). Project management for construction: Fundamental concepts for owners, engineers, architects, and builders. Prentice Hall.
• Crawford, J. K. (2014). Project management maturity models: Leveling up. CRC Press.
• Highsmith, J. (2010). Adaptive project management: Techniques for changing environments. Addison-Wesley.
• Wysocki, R. K. (2014). Effective project management: Traditional, agile, extreme. Wiley.
• PMI. (2013). Pulse of the profession: The changing environment of project management. Project Management Institute.