Monthly Archives: April 2014

Analyzing Scope Creep

Scope creep is the natural tendency of the client or project team member to try and improve the project’s output as the project progresses (Portney, Mantel, Meredith, Shafer, & Sutton, 2008). They usually do this by adding extra material or ideas to the project. Scope creep isn’t necessarily a bad thing but the problem that usually occurs is that it deviates the project from the initially agreed upon project plan which usually leads to affecting the project completion time and the cost of the project. One other thing that can occur with scope creep is that the person suggesting the new changes is so caught up with trying to put out the best product that they don’t realize that they are now pulling the project away from its objective and intended audience. This was the case in a project I was involved with in my old job.

Back in my old job, we were tasked to develop an aircraft technician course in Spanish that our instructors were going to teach to the air forces of our Latin American Allies. The course objective was to develop an aircraft technician course that was intended for an apprentice student entering this career field and the course was to cover only the basic aircraft systems and duties of a crew chief. The course was also supposed to be weapons systems neutral since our Latin American Allies all have different weapon systems within each of their countries. This project started off good and we had a SME assigned to us full time who was going to be one of the instructors for the course. Scope creep came into the picture when we were developing some of the course content with the SME. The SME began to add some advance topics to each of the aircraft system material because he felt it was important and that this would make the students as well as the course much better. The problem I had with this was that now we were going away from the objective of the course which was to design a course covering the basic aircraft systems geared to an apprentice student. The second issue I had was that some of the topics he added were weapon system specific which meant that it would not apply to all of our students since some of their countries don’t have that particular weapon system. I address the SME about this and he became upset. The SME went to his leadership and he got them to agree with his additions. We decided to setup a meeting with all the stake holders in order to vote on the SME’s proposal. At this meeting I told the stakeholders the same thing I told the SME which was that we were going away from the original objective by adding advance material. I showed them the extra time and cost it would take to add this material since we would have to change the system cut-outs that we were going to order as well as change all the visual aids for those particular systems to include the advance topic info and graphics. I also proposed that we can use all that advance material to develop an advance aircraft technician course that we could offer in the future. The stakeholders all agreed with my suggestions

This was one of my experiences with scope creep. Looking back I think I would have handled it the same way. There is no way of avoiding scope creep because you will always have someone making a suggestion or idea on how to improve the project and wanting to implement it. Our textbook recommends three great ideas to deal with scope creep and any changes to projects which are:

–          Develop a change order to document all change request

–          Require clients to approve all changes in writing

–          Update plans and schedules to reflect changes.

These three suggestions gives the project manager control over any change and most important you have signatures as proof that they agreed on the change after any warning they might have received on the affects the change might have to the project delivery date and cost.



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.


Posted by on April 11, 2014 in Uncategorized


Estimating Costs and Allocating Resources

In this blog I took a look at two websites that can be useful when trying to figure out the time and cost it takes to develop a task within your project. This can be useful to assist you when creating the Gantt chart and resource allocation plan. Below are the two websites:
The link above takes you to the Occupational Outlook Handbook that is located on the US Department of Labor website. When the link opens up, you will be on the occupation finder page. This tool provides you data on 580 different occupations. Once you click on a specific occupation on the left hand side or you can enter an occupation on the top left corner where it says Search Handbook and it will take you to page giving you lots of information on that job. It provides information such as the work environment, education, training, and other qualifications, pay, the job outlook, and sources of additional information. This site is useful when developing a project budget since you can use it to get the annual salary and hourly rate on everyone that is involved on the project.
This link provides some good information on how long it takes to create learning based on research and survey conducted by Chapman Alliance back on September 2010. The link shows the number of hours it takes to create one finished hour of learning as well as the cost. There is data on both instructor based training and on a basic through advanced e-learning type training. There is a detailed PowerPoint presentation with graphs and charts giving you times and cost for the both types of learning formats. This site can be used to get an idea on how long it takes to develop certain tasks within the different learning formats and it also gives you a cost for each task.

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Posted by on April 4, 2014 in Uncategorized