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Determining Scope in It

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Submitted By jblake976
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Scope management is so challenging with IT projects because often the client doesn’t know exactly what they want, how expensive and time consuming what they want really is, and how far reaching the effects of seemingly simple modifications and enhancements can be. When a client initially proposes a project, it is quite likely that all they really know is that there is a problem or shortcoming of the current system, but not how complex the solution must be. If this ignorance is met by a project team that has not worked on similar projects in the past, it is very easy for the two parties to come to an agreement of the project scope that is inaccurate. Only an experienced project manager would be able to explain the complexity of the proposal and be able to properly define a realistic project scope. Since IT projects often require a custom solution that has not been implemented before, it is easy for a client to underestimate what is actually required. Often the client will be a business manager who is not deeply familiar with what is required to create custom software solutions and so they may have a tendency to underestimate the resource requirements and attempt to haggle with the project manager until the scope is too narrow in their mind but still too broad to the project manager. In this case, the deliverables will probably be lose-lose for both since neither really got or produced what was appropriate given the initial problem or shortcoming of the system. Even if the project scope is fully approved by both the client and the project manager at the beginning of the project, there is still a high probability that it can get out of hand during development. The client may see what the project team is developing and start getting new ideas for features they want in the system. They may come to think that the addition of these features is imperative to

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