tailieunhanh - Project Management Professional-Chapter 1

Chapter 1: Scope Management. Without a doubt, the most common reason that projects fail is because of poor scope definition. By that I mean that the expectations of the stakeholders, and especially the client or sponsor, are different than the expectations of the project team. This is a most difficult problem, but it is critical to the success of the project that it is overcome. There are many reasons why a project fails, and understanding them will give us insights to how to avoid them. The relationship between the project team and the customer has to reverse itself at the time of. | CHAPTER 1 ScopeManagement Without a doubt the most common reason that projects fail is because of poor scope definition. By that I mean that the expectations of the stakeholders and especially the client or sponsor are different than the expectations of the projectteam-Thisisa mort difficult problem but it isctisSiel totOe luocesi ofthsprojeoeohas he is overeeme. There are many eeosons why apiece give ucineeghoi to howtoacoidthem. Thsrelationshio Oetweeo the oeojsctteam and the custemee hat ice reverseioeelf oetheiimeof to tOseposni theecssomer s main contact liat heonsomeone from aehes organization. During this part of the projecrohe eottohorson SeeeOe t eryicgto oonoincoffie riistomsmOat the project is o pood reject to do. Sometimes the salesoecson Oreomes overly enthcnieeric ebout eSe praisse tnd iotomioneCloor unmtentionally leads the euscomoctobeiieoe O1lievrr olls ng imahmabieh osmaHy goitre be produccdb theprojsci. Ths Itraodydte case. When theproiecttcamisformeC se dbogim lohoinmeetingS wish the customers devsionthe mope eethe oreeeee ehe cmromrsiOreadyhaetCn notiondicetCopm ctis Cree lydcfined. Aearerultrhe customer views the whole processoflcooe dsfinltloom o westecftSms. Cctfacs ffis customeemey actualiyletistehetccpedefieotionprocets Oeccutecf reioctoncnsocommie re definmgohe pK oeoL ItOncometvolydifficdiOorthnhrojrctroamto eonvrnpo theccotomee that bothohe orolecrteamanO die euceomel Sl c ii hn same osd for she projeccTh sk d alth t oal of the project is to give the customer something 76 I Scope Management 17 that is useful andsomething that does what is wanted in the first place. There is no point in having an adversary relationship between the customer and the project team. Both want the project to succeed and both want the projectto be useful and servethepurpose forwhich itwasintended. The peojepr teomnepdctoundessfandthe nustomee as shouldpet te enotrasedsetheotethmpr .