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Identifying factorscreatescope changes
A cultural change document with steps ... the factorscreatescope change
the company ... whose process requirementsdid ... causescope changes
If the project manager wantsto createa scope change
tryingto preventscope changes
seeresultsin scope change
Issuesoften resultin scope change
used by Lexto triggera scope change
not the personcausedthe scope change
new discoveries during the project , external circumstances or internal changes in the business(passive) can be caused byScope change
either field conditions or design changes(passive) caused byscope changes
a requirement for an alert to be triggered that will send an email when any active sprint is added towill causescope change
the pathhas createdthe scope change
Purchaser(passive) caused byScope Changes
the ability of a stakeholderto influencea scope change
to preventtriggeringscope changes
how certain bindingsmay causea scope change
Managing projects with unrealistic deadlines , undefined goals and prioritiescan causescope change
client and contractor personnelcan causescope change
underlying business changeresultsin “ scope change
your entire team ... the firstto discovera scope change
The PM must determinecausedthe scope change
increased user knowledge(passive) caused byscope change
those areas ... most frequentlycausea ‘ scope change
Some situationscan causescope change
the data for the type of instructionscausea scope change
a loss of control of the team‟s planned workcausea loss of control of the team‟s planned work
in alterations to the Projecthas resultedin alterations to the Project
in changes to either the project cost or schedule or bothalmost always resultsin changes to either the project cost or schedule or both
a tradeoff between project requirement and objectivecreatesa tradeoff between project requirement and objective
project performance at KNYS projectsinfluencedproject performance at KNYS projects
contract re - negotiationswill causecontract re - negotiations
significant delayscould have causedsignificant delays
to and require changes to cost , time , quality , or other project objectivesmay leadto and require changes to cost , time , quality , or other project objectives
from changes in designresultingfrom changes in design
large problems with a waterfall project ’s schedule and budgetcauselarge problems with a waterfall project ’s schedule and budget
potential cost / schedule variance(passive) caused bypotential cost / schedule variance
delays or cost overrunsmay causedelays or cost overruns
them to do additional work outside the original agreementleadthem to do additional work outside the original agreement
to project overrun , excess work and claims which eventually increase cost of the projectoften leadto project overrun , excess work and claims which eventually increase cost of the project
to the diversion of the important project resources which against the original plan or those that have not been put as part of the projectleadsto the diversion of the important project resources which against the original plan or those that have not been put as part of the project
in cost overruns and schedule delaysresultin cost overruns and schedule delays
actions related to budget changesmay triggeractions related to budget changes
corresponding changes in schedule and/or budgetcausecorresponding changes in schedule and/or budget
when major changes are introduced after the project 's content and schedule have already been agreed upon that affect the project 's schedule , budget or bothresultwhen major changes are introduced after the project 's content and schedule have already been agreed upon that affect the project 's schedule , budget or both
to a delay in schedule or cost overrunscould leadto a delay in schedule or cost overruns
more missed project deadlines and cost overruns than any other factor short of defining the project requirements incorrectly to begin withcausemore missed project deadlines and cost overruns than any other factor short of defining the project requirements incorrectly to begin with
to changes in contract documents and the related cost enhancements § Ways in which the various parties to the project can exit from the project and avoid the liabilities conferred on them by virtue of the contract documentleadingto changes in contract documents and the related cost enhancements § Ways in which the various parties to the project can exit from the project and avoid the liabilities conferred on them by virtue of the contract document
from a study in 2013 concluding that it would take a multimillion - dollar project ( adding a lane of traffic ) to dramatically decrease congestion ... and such money was not in the budgetresultedfrom a study in 2013 concluding that it would take a multimillion - dollar project ( adding a lane of traffic ) to dramatically decrease congestion ... and such money was not in the budget
time schedule changes , which will , in turn , cause budget changeswill causetime schedule changes , which will , in turn , cause budget changes
in changes in the Division 's ES&H management practicesresultedin changes in the Division 's ES&H management practices
in baseline changes with the ultimate effect of elongating the schedule and driving up the costresultin baseline changes with the ultimate effect of elongating the schedule and driving up the cost
from changes in client needs , discovery of defects or omissions , regulatory changes , etccan resultfrom changes in client needs , discovery of defects or omissions , regulatory changes , etc
to the business objectives approved by the investment council Empowering project team members to say “ no ” to informal change requests that may or may not provide a quantifiable benefit Demonstrating that seemingly great ideas might not stand up to a structured impact analysis Do not spend your valuable time seeking directions to an undetermined destinationwould contributeto the business objectives approved by the investment council Empowering project team members to say “ no ” to informal change requests that may or may not provide a quantifiable benefit Demonstrating that seemingly great ideas might not stand up to a structured impact analysis Do not spend your valuable time seeking directions to an undetermined destination
the contractor to purchase additional supplies and required additional lead time and so the Changes Clause ( 52.243 - 1 Alternate II ) was used for the within scope change and the contractor was granted an extension of 3 monthscausedthe contractor to purchase additional supplies and required additional lead time and so the Changes Clause ( 52.243 - 1 Alternate II ) was used for the within scope change and the contractor was granted an extension of 3 months
from the stake holdersmay originatefrom the stake holders
in performance improvementsmay resultin performance improvements
a code checkshould triggera code check
in new riskscan resultin new risks
to additional costsleadto additional costs
ISSUECreateISSUE
a modification to the Sprint Goalcausesa modification to the Sprint Goal
in additional or omitted workmay resultin additional or omitted work
a negative impactcan causea negative impact
Periodic Payments to applymay causePeriodic Payments to apply
in a need to renegotiate contract terms and conditionsoften resultin a need to renegotiate contract terms and conditions