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Academic literature on the topic 'Project scope'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 June 2025

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Journal articles on the topic "Project scope"

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Fageha, Mohammed K., and Ajibade A. Aibinu. "Prioritising Project Scope Definition Elements in Public Building Projects." Construction Economics and Building 14, no. 3 (2014): 18–33. http://dx.doi.org/10.5130/ajceb.v14i3.4155.

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A complete definition of the scope of a project upfront during early stages ensures smooth and successful implementation during the project execution. This research identifies and prioritises project scope definition elements for public buildings in Saudi Arabia. Elements that could significantly contribute to complete project scope definition package at pre-project planning stage are identified and their interrelationship determined and prioritised. Using the Project Definition Rating Index (PDRI) as a basis, the study uses analytical network process (ANP) technique based on data obtained from project managers who have been involved in public sector projects in Saudi Arabia. Data collection and analysis was conducted in three steps. The first step involved identification of scope definition elements while the second involved an investigation into interrelationships among the elements. In the third step, ANP was used to determine the weight of the elements’ importance in terms of contribution to project scope definition completeness. Finally, Pareto analysis was used to prioritise and assess the distribution pattern of the elements. The outcome from this research is the prioritisation of project scope definition elements for public building projects in Saudi Arabia. The prioritised list developed indicates the importance of project scope definition elements. It should help project management teams identify elements to consider when evaluating project scope definition for completeness at the pre-project planning stage. Keywords: Project scope definition, pre-project planning, prioritising, public building projects, Saudi Arabia, Analytical Network Process (ANP)

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Derenskaya, Yana. "PROJECT SCOPE MANAGEMENT PROCESS." Baltic Journal of Economic Studies 4, no. 1 (2018): 118–25. http://dx.doi.org/10.30525/2256-0742/2018-4-1-118-125.

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Woolridge, Richard W., David P. Hale, Joanne E. Hale, and R. Shane Sharpe. "Software project scope alignment." Communications of the ACM 52, no. 7 (2009): 147–52. http://dx.doi.org/10.1145/1538788.1538822.

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Roider, Andreas. "Delegation, Risk, and Project Scope." Journal of Institutional and Theoretical Economics 165, no. 2 (2009): 193. http://dx.doi.org/10.1628/093245609789273268.

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Althiyabi, Theyab, and Rizwan Qureshi. "Predefined Project Scope Changes and its Causes for Project Success." International Journal of Software Engineering & Applications 12, no. 3 (2021): 45–56. http://dx.doi.org/10.5121/ijsea.2021.12304.

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In project management, the project scope is the base of significant project planning processes such as estimating the cost, schedule and building work breakdown structure. Poor project scope definition directly affects project cost and schedule. Accordingly, dealing with unrealistic scope definition of cost and schedule may lead to failing a project. Besides, changes in project scope have a negative and positive impact on project success. This paper aims to predefine the potential scope changes to keep the project scope on track and identify any weakness in scope definition at the early stages of a project. Enhancing project scope quality has a massive impact on the success of a project and it adds more control over project scope. A method is proposed to improve the quality of project scope and increase the efficiency of controlling scope changes. The proposed method will help to avoid scope creeping by defining a clear statement of work, increase the learning opportunities of the development team to optimize its processes, reducing the communication gap between the clients and development team and screen adjustments of new tasks. The proposed method is validated using a survey and the results are found encouraging.

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Ajmal, Mian, Mehmood Khan, and Hanan Al-Yafei. "Exploring factors behind project scope creep – stakeholders’ perspective." International Journal of Managing Projects in Business 13, no. 3 (2019): 483–504. http://dx.doi.org/10.1108/ijmpb-10-2018-0228.

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Purpose The purpose of this paper is to explore the different views of major project stakeholders about the factors that contribute to poor project scope leading to project scope creep. Design/methodology/approach Major factors of project scope creep are identified using commonality analysis of stakeholders’ views. An interview-based industry research method is applied to collect data from different projects in the United Arab Emirates. Findings Relying on stakeholders’ theory, the study proposes a framework for managing project scope creep. Results indicate that communication is among the major causes of project scope creep, as reported by all project stakeholder groups in this study. Practical implications The study is expected to support the assessment of the causes of project scope creep, simultaneously expanding knowledge on the topic for both researchers and practitioners. Originality/value This study is among the first few to explore the commonality of various stakeholder views in the factors that hinder project success.

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Atkinson, Roger, Lynn Crawford, and Stephen Ward. "Fundamental uncertainties in projects and the scope of project management." International Journal of Project Management 24, no. 8 (2006): 687–98. http://dx.doi.org/10.1016/j.ijproman.2006.09.011.

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Bingham, Evan, and G. Edward Gibson. "Infrastructure Project Scope Definition Using Project Definition Rating Index." Journal of Management in Engineering 33, no. 2 (2017): 04016037. http://dx.doi.org/10.1061/(asce)me.1943-5479.0000483.

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Cho, Chung-Suk, and G. Edward Gibson. "Building Project Scope Definition Using Project Definition Rating Index." Journal of Architectural Engineering 7, no. 4 (2001): 115–25. http://dx.doi.org/10.1061/(asce)1076-0431(2001)7:4(115).

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Fageha, Mohammed K., and Ajibade A. Aibinu. "Identifying stakeholders’ involvement that enhances project scope definition completeness in Saudi Arabian public building projects." Built Environment Project and Asset Management 6, no. 1 (2016): 6–29. http://dx.doi.org/10.1108/bepam-06-2014-0030.

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Purpose – The purpose of this paper is to develop an analytical decision-support model and a procedure that will help project management team to measure project scope definition, for completeness. The procedure is different from previous studies because the measurement of scope definition completeness accounts for differences in stakeholders’ interest and importance on project. Design/methodology/approach – Data collection and analysis was based on semi-structured interviews in three steps with a total of 46 respondents. The first step identified stakeholders with an interest in public building projects while the second step identified the scope elements that serve as input to defining the project scope as well as elements that each stakeholder should be involved when measuring project scope definition, for completeness. In the third step, AHP was used to identify and prioritise the contributions required from various stakeholders when measuring scope definition completeness for 42 scope elements. Findings – An evaluation framework to measure project scope definition completeness for public building projects in Saudi Arabia based on the input of stakeholders in accordance to their importance weights. Originality/value – The prioritised weights of stakeholders’ importance in each element can be used by project managers and decision makers to reduce inefficiency and waste of time in the project scope definition process when evaluating scope definition for completeness.

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Dissertations / Theses on the topic "Project scope"

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Nel, George Frederick. "The scope of the accounting function in project management." Thesis, Stellenbosch : University of Stellenbosch, 2001. http://hdl.handle.net/10019.1/4797.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2001.<br>ENGLISH ABSTRACT: The project accounting function is not adequately defined in project management and accounting textbooks. The objectives of this study were to identify the capabilities and potential involvement of the management and financial accountant in project management and to compare these with the responsibilities of the project accountant. A literature study was done. Shortcomings of conventional accounting techniques when applied in proj ect management were identified. This study concluded that the management and financial accountant, combined, is not equivalent to the project accountant. There are certain functions for which the management and financial accountant are qualified, which will not easily be fulfilled by the project accountant. Similarly neither the management nor the financial accountant fully defines the responsibilities of the project accountant and his or her responsibilities would normally include responsibilities other than conventional management and financial accounting. It was not found possible to draw up a list of generic responsibilities for the project accountant. The findings of this study give rise to the possible need for training in dedicated project accounting skills and the development of a professional project accounting qualification. The need for further empirical research was identified.<br>AFRIKAANSE OPSOMMING: Die projek rekenmeestersfunksie word nie voldoende beskryf in projekbestuur en rekeningkunde handboeke nie. Die doelwitte van hierdie studie was om die vaardighede en die potensiele betrokkenheid van die bestuurs- en die finansiele rekenmeester in projekbestuur te identifiseer en te vergelyk met die verantwoordelikhede van die projekrekenmeester. 'n Literatuurstudie is gedoen. Tekortkominge in konvensionele rekeningkundige metodes, wanneer dit in projekbestuur toegepas word, is geidentifiseer. Hierdie studie het tot die slotsom gekom, dat die bestuursrekenmeester en die finansiele rekenmeester, gekombineer, nie gelyk is aan die projekrekenmeester nie. Daar bestaan sekere funksies waarvoor die bestuurs- en die finansiele rekenmeester voldoende gekwalifiseer is, wat nie normaalweg deur die projekrekenmeester verrig sal word nie. Netso definieer die bestuursrekenmeester en die finansiele rekenmeester gesamentlik nie die verantwoordelikhede van die projekrekenmeester ten volle nie. Die verantwoordelikhede van die projekrekenmeester sal normaalweg funksies buite konvensionele bestuurs- en finansiele rekeningkunde insluit. Dit het problematies geblyk te wees om 'n generiese lys van verantwoordelikhede vir die projekrekenmeester op te stel. Die bevindinge van hierdie studie lei tot die moontlike behoefte vir opleiding in vaardighede vir projekrekenmeesters en die ontwikkeling van 'n professionele projekrekenmeester kwalifikasie. 'n Behoefte aan verdere empiriese navorsing is gerdentifiseer.

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Maeresera, Sulaiman Godspower. "Scope creep management challenges in an outsourced e-commerce project management company in Cape Town." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/3015.

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Thesis (MTech (Project Management))--Cape Peninsula University of Technology, 2019<br>Scope creep is a common cause of project failures. This results in wastage of money, decreased satisfaction and causes the project value not to be met. Most projects seem to suffer scope creep and stakeholders, and project teams are continuously frustrated by it. Why are the effective means of managing scope seemingly escaping us? There is a lot of literature on the most effective methods of curbing scope creep. Various methodologies and project management software has been developed to deal with the issue of scope creep. However it is still regarded as one of the main challenges facing various projects. One of the active outsourced e-commerce project management companies in Cape Town, South Africa, observed that scope creep was affecting almost every project. Even well-executed e-commerce projects that meet time and budget constraints often fail to meet the expectations of the clients. In most cases the root cause can be traced back to scope issues. It has been observed that almost all e-commerce projects have to deal with scope creep. Project managers, customers and developers do not shoulder all the blame. This research study explores the challenges of managing scope creep. It aims to unveil the extent to which scope creep affects projects, and the underlying challenges of managing scope creep. More and more projects are failing regardless of the documentation, and training programmes on scope management. Perceptions of all the stakeholders are highlighted. The study also seeks to assist project managers on how to avoid scope creep. It has been proven that attempting to avoid it does not eliminate the problem. Therefore, this research study aims to bring about a practical solution to scope creep in e-commerce projects. This research study adopted both a qualitative research approach. Stemming from the findings of this study, recommendations such as employing well trained project managers, who are also trained developers, to assist in scoping the complex projects were made. Clients should also be participants in the scope management initiatives and should be consulted throughout the project. This research study was also done with the intention of assisting Project Management students’ training by contributing to the Project Management body of knowledge. This would help trainers and educators understand the real challenges in the field, and prepare them to provide solutions for future practice.

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Julião, Mariana Lopes. "Guidelines for scope of work in corporate office building design." Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/3/3153/tde-01032019-151600/.

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Project process\' hindrances over office architectural design production are common at civil construction sector, implying on schedule loss, reworks and higher costs. Many academic literature approaches to that hindrance resulted from failure in project process. Predominantly failures concern translating customer needs and expectations into design conditions. This research objectives to propose scope of work guidelines, securing customer satisfaction and avoiding unforeseen additional costs, reworks, schedule and project benefit loss. Additionally, for each guideline proposed, it is suggested an accountable for it (project manager, architect or client). The adopted methodology was the research and analysis of project methodologies from academic literatures, contenting responsibilities definitions and design criteria that should be considered on the approved scope of work. Furthermore, the creation and implementation of an interview plan with one Brazilian high concept corporative architecture firm and its three clients, in a way that it is possible to measure client\'s point of view over contracted project process. Results from the interviews identified scope definition and project process planning hindrances. Then, in comparison with academic literatures, main project and scope of work issues were identified and used as base to the scope of work development guidelines.<br>A produção de projetos de arquitetura e engenharia no setor de construção civil apresenta entraves em seus processos de projeto, que implicam em perda de prazo, aumento de custos de projeto e retrabalhos. Diversos autores abordam falhas na gestão do processo de projeto, principalmente na interpretação das necessidades dos clientes e na definição dos critérios que o projeto deve seguir, alguns não previstos no escopo de contratação entre a empresa de arquitetura e o cliente. Esta pesquisa propõe diretrizes para que as empresas de arquitetura possam, junto ao gerente de projetos dos clientes, definir um escopo de serviços em que retrabalho, custos adicionais, atrasos e a insatisfação do cliente com o processo sejam reduzidos ou evitados. Para cada diretriz, há também a definição de quem é o responsável por executá-la (se o arquiteto ou o cliente). A metodologia utilizada para obtenção desse objetivo foi o levantamento e revisão de bibliografia sobre metodologias de projeto e de contratos de projetos, que auxiliem na definição de responsabilidades, atividades e critérios de projeto. Em acréscimo, foi formulado um roteiro de entrevista e eleita uma empresa de arquitetura corporativa com experiência de mercado no Brasil, assim como três clientes da mesma, de forma a mapear o ponto de vista do cliente sobre o processo empregado pela contratada. Com os resultados das entrevistas, fez-se uma análise comparativa entre os métodos de projeto empregados pela empresa de arquitetura e o encontrado em bibliografia, identificando os principais entraves no desenvolvimento e definição do escopo de serviços. Por fim, tais resultados foram utilizados como base para propor diretrizes para que o escopo de serviços entre arquitetos e clientes prevejam revisões de projeto, traduzam efetivamente as necessidades do cliente e atendam prazos e custos esperados.

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Ramage, Kevin Lee. "Scope Management Strategies for Engineering Leaders to Improve Project Success Rates." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5516.

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Civil engineering projects undertaken without successful implementation of scope management strategies by project leaders are approximately 10% more likely to fail than projects undertaken with scope management strategies. Using scope management theory, the purpose of this single case study was to explore scope management strategies used by some project leaders in the engineering field to improve project success rates. Data were collected using semistructured interviews with 3 purposefully selected project leaders in Georgia, and a review of project completion reports, budget reports, government proposals, and scope management documents. Data analysis occurred using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding the data. The 3 emergent themes were client management strategy, schedule adherence strategy, and communication strategy. The findings indicated that implementing the scope management strategies of client management, schedule adherence, and communication with all stakeholders are essential for improving engineering project success rates. The implications for social change include the potential to elevate the use of sustainable-design application through water, energy, and natural resource conservation by project leaders through scope management strategy implementation. People in communities potentially benefit from the findings of this study because of the increased use of sustainable materials, reduced use of water, energy, and natural resources, and an improved local environment.

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Høylandskjær, Mathias. "Managerial Perceptions of Scope Creep in Projects : A Multiple-Case Study." Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-156250.

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Introduction - Scope creep is uncontrolled and unauthorized changes to a project, extending the project beyond its initial boundaries. An extensive literature review indicated that scope creep is a common occurrence in projects with dire consequences. There are two dominant perspectives on scope creep. Either it is preventable, or inevitable. Based on these findings, the author seeks to investigate the phenomena by answering the research question of this thesis: Why do project managers have opposing perceptions of scope creep in projects? Purpose - This paper explores the managerial perceptions on the two opposing viewpoints on scope creep and potential variations. No previous studies investigate the phenomena in a matter of perception. The paper aims to open new insights about how project managers perceive scope creep based on their own experiences through project management in practice. Design/methodology/approach - The thesis employs a multiple, cross-sectional and mono-method case study design. A qualitative research method is utilized in combination with interpretative and inductive approaches. Sampling criteria techniques used are purposive and snowballing, focusing on project managers in Norway. Five project managers were interviewed in-depth following an interview guide facilitating semi- structured interviews. The interviews were later translated, transcribed and categorized in a thematic analysis template. Findings - The study’s findings indicate that the opposing managerial perspectives on scope creep are due to a varying degree of knowledge on the phenomena and its definition. Low comprehension of scope creep in project management teams generates ambiguity and uncertainty. Insufficient awareness of scope creep inclines project members to misuse the term, resulting in an inability to detect or discern scope creep from formalized changes to the project scope. The academic debate concerns whether scope creep is preventable or inevitable. This study found that the academic discrepancy is owed to a dissonance between academic project management literature and the real-world experiences from practicing project managers. Research limitations/implications - The paper is limited by investigating scope creep based only on data collected from Norwegian nationals. Furthermore, the sample size of the case study is relatively small. These limitations might inhibit the generalization of findings. Practical implication - The following findings and results aids practicing project managers by highlighting the importance of a clear definition of scope creep. Awareness of scope creep assists project team members to discover unauthorized changes, resulting in proper communication within the project management team concerning rogue changes. Originality/value - The paper examines experienced project managers different perspectives of scope creep from practical applications in the project management field. Keywords - Project Management, Scope Change, Scope Creep, Scope ManagementPaper type - Master's thesis

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Shane, Jennifer Sue. "A fundamental study of scope definition in early highway project development." Diss., Connect to online resource, 2006. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3219006.

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Goosen, D. G. "A study of the project scope management process in Nedbank retail." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52145.

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Thesis (MBA)--Stellenbosch University, 2001.<br>ENGLISH ABSTRACT: The objective of this study project is to investigate the scope management process within Nedbank's retail division. The scope definition provides a starting point for all future planning and tasks in a project. It defines all the work required, and only the work required, to successfully complete the set objectives of the project. Although this aspect of project management is crucial, many organisations fail to complete projects on time and within budget, due to bad management of the project's scope. A literature study was undertaken to determine a scope process, reasons why scope management fails, and those aspects that are of importance when defining the scope. These aspects were identified as follows: • Scope definition. • Setting of objectives. • Client relationship. • Stakeholder relationship. • Scope change management. • Risk. • Norms and standards. • Project requirements. Information from the literature study was used to develop a questionnaire to analyse the opinions of project members. These results were used to identify the gap between the perceptions of the project members and the ideal situation. The quantitative analysis identified the following as areas of concern: • Not all tasks needed to complete the project are identified. • Changes in the objective of the project, after the project scope was defined. • There is no process to deal with scope change. • There is a lack of using norms and standards when managing and planning the scope of the project. The study is concluded with recommendations to ensure that all future project plans comply with the identified process.<br>AFRIKAANSE OPSOMMING: Die doelwit van hierdie studie is om die projek omvangs proses binne Nedbank se kleinhandels divisie te ondersoek. Die definisie van die projek omvang is die begin punt van alle toekomstige beplanning en take van 'n projek. Projek omvang word gedefinieer as al die werk benodig, en slegs die werk benodig, om 'n projek suksesvol te voltooi. Alhoewel hierdie aspek van projekbestuur as van kardinale belang beskou word, is daar vele organisasies wat steeds projekte laat voltooi en begrotings oorskry, weens die swak bestuur van projek omvang. 'n Omvattende literatuurstudie is voltooi om 'n omvang formulerings proses te identifiseer, redes hoekom organisasies faal met die proses, en aspekte te bepaal wat van belang is om te verseker dat organisasies suksesvol is met die definiëring van die projek omvang. Hierdie aspekte is soos volg: • Projekdefinisie. • Projekdoelwit. • Kliëntverhoudings. • Verhoudings met belangegroepe. • Die bestuur van veranderings in die projek omvang en definisie. • Projekrisiko. • Norme en standaarde. • Projekvereistes. 'n Vraelys, gegrond op die literatuurstudie, is opgestel om die persepsies van projeklede te meet teenoor die ideale situasie. Die kwantitatiewe analise het die volgende aspekte geidentifiseer as areas waaraan aandag gegee moet word: • 'n Volledige lys van take om die projek te voltooi word nie geidentifiseer nie. • Te veel verandering in die doelwit van die projek nadat die omvang reeds bepaal is. • Geen proses om enige verandering in die projek se omvang te bestuur nie. • Norme en standaarde word nie gebruik met die beplanning en bestuur van die projek omvang nie. Die studie word afgesluit met aanbevelings om te verseker dat toekomstige projekte aan die geidentifiseerde proses voldoen.

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Ertem, Mustafa Alp. "Optimal Scope Of Work For International Integrated Systems." Master's thesis, METU, 2005. http://etd.lib.metu.edu.tr/upload/12606209/index.pdf.

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This study develops a systems integration project scheduling model which identifies the assignment of activity responsibilities that minimizes expected project implementation cost, considering the project risk. Assignment of resources to the individual jobs comprising the project is a persistent problem in project management. Mostly, skilled labor is an essential resource and both the time and the cost incurred to perform a job depend on the resource to which job is assigned. A systems integration project includes implementation issues in the areas of shipping, installation, and commissioning. Implementation problems lead to project delays, increased costs, and decreased performance, leading to customer dissatisfaction with the systems integrator. Activities can be performed in one of three ways: by the integrator, by the customer, or jointly between the integrator and customer. In this study we select the performer (mode) of each activity comprising the project network while taking into consideration the varying cost, duration and extreme event probability of each activity among different modes-integrator, joint work and customer. Use of the model will permit customers and integrators to mutually agree on an appropriate assignment of responsibilities in the contract. Systems integrators can also use the model to improve their implementation services offerings. An experimental design and a Monte-Carlo simulation study were conducted to see the effects of the parameters of the problem on the selection of modes.

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Bodin, Ida. "Cognitive work analysis in practice : Adaptation to project scope and industrial context." Licentiate thesis, Uppsala universitet, Avdelningen för visuell information och interaktion, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-284334.

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The Cognitive Work Analysis (CWA) framework is widely used by researchers for the analysis of complex systems. It, however, lacks the same impact amongst industrial practitioners. This thesis investigates possible adaptations of the framework to project and industrial constraints, and the consequences associated with such adaptations. Long haul heavy vehicle transportation is the application domain for the work presented in the thesis. The CWA framework has been applied within the Methods for Designing Future Autonomous Systems (MODAS) project. Adaptations have been made to fit the framework within the project constraints and the industrial contexts. Interviews with stakeholders in an industrial organization regarding possible use of models from the CWA framework have been made. The CWA was scaled to available resources when applied within the MODAS project. From this we realized that prioritization of work activity can have consequences on the resulting systems ability to handle unforeseen events. Further, a focus on the current system probed a rapid out-dating of the analysis due to technical development. The conclusion is that even if advantages are lost during adaptation due to practical constraints, the CWA framework could add value to practitioners within industry if adapted to the industrial context.

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Conterato, Fernanda Canesin Gomes. "Gerenciamento de escopo de projeto de arquitetura em edifícios de saúde." Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/17/17157/tde-14022019-101625/.

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Os hospitais possuem estruturas físicas complexas, e projetá-los não é uma tarefa fácil. A dificuldade aumenta se o profissional não tiver disponíveis ferramentas de gerenciamento de escopo as quais auxiliariam a interconexão dos inúmeros profissionais de áreas de conhecimentos distintos, das normatizações vigentes, das atividades da unidade hospitalar, dos fluxos a serem respeitados, da variedade de elementos construtivos e das constantes inovações tecnológicas e assistenciais. O problema identificado é a baixa adoção de processos de gerenciamento de escopo em projetos de arquitetura para saúde. O presente trabalho teve como objetivo modelar um processo de gerenciamento de escopo para a aplicação em projetos de arquitetura para saúde. Como metodologia, fez-se o estudo de literatura técnico-científica. Como resultado deste trabalho, apresentou-se um processo de gerenciamento de escopo para projetos de arquitetura para saúde (GEPAS), para que se torne uma ferramenta de gestão destinada a arquitetos, gestores de escopo, gerentes de projetos e administradores e, com isso, contribuir para que diminua o número de falhas decorrentes da ausência de controle das informações de projetos<br>Hospitals are complex physical structures and design them is not an easy task. The difficulty increases with the lack of projects scope management tools, which would help interconnect the many professionals in different areas of knowledge, current regulations, hospital unit activities, flows to be considered, variety of constructive elements and the constant technological and healthcare assistance innovations. The problem identified is the low adoption rate of project scope management processes in healthcare architecture projects. The present thesis had an objective to introduce a process of scope management for applications in healthcare architecture projects. The study of technical-scientific literature was the methodology adopted for the current thesis. As a result of this effort, a process of scope management for healthcare architecture projects (GEPAS) was introduced. It should become a management tool aimed at architects, project scope managers, project managers and administrators and with that, contribute to minimize the number of failures due to the lack of control of information in projects

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Books on the topic "Project scope"

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Roider, Andreas. Risk, delegation, and project scope. IZA, 2007.

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Parks, Greg. The High/Scope Perry Preschool Project. U.S. Dept. of Justice, Office of Justice Programs, Office of Juvenile Justice and Delinquency Prevention, 2000.

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United States. Office of Juvenile Justice and Delinquency Prevention., ed. The High/Scope Perry Preschool Project. U.S. Dept. of Justice, Office of Justice Programs, Office of Juvenile Justice and Delinquency Prevention, 2000.

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Montana. Legislature. Office of the Legislative Auditor. Project work program: Limited scope performance audit. The Office, 1988.

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1972-, Radford Darren, ed. Going beyond the waterfall: Managing scope effectively across the project life cycle. J. Ross Pub., 2014.

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Project scope management: A practical guide to requirements for engineering, product, construction, IT and enterprise projects. CRC Press, 2015.

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Institute, Project Management, ed. Secrets to mastering the WBS in real-world projects: The most practical approach to work breakdown structures (WBS)! Project Management Institute, 2010.

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Secrets to mastering the WBS in real-world projects: The most practical approach to work breakdown structures (WBS)! Project Management Institute, Inc., 2013.

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2000, ESCOM-SCOPE 2000 Munich. Project control: the human factor: Proceedings of ESCOM-SCOPE 2000: 18-20 April 2000, Munich, Germany. Shaker, 2000.

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European Software Control and Metrics Conference (11th 2000 Munich, Germany). Project control: The human factor : proceedings of ESCOM-SCOPE 2000 : 18-20 April 2000, Munich, Germany. Edited by Software Certification Programme in Europe (3rd : 2000 : Munich, Germany). Shaker Publishing, 2000.

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Book chapters on the topic "Project scope"

1

Pheng, Low Sui. "Project Scope Management." In Management in the Built Environment. Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-6992-5_5.

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Sanghera, Paul. "Project Scope Management." In CAPM® in Depth. Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3664-2_4.

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Richardson, Gary L., and Brad M. Jackson. "Scope Management." In Project Management Theory and Practice. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-14.

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Ding, Ronggui. "Control the Project Scope." In Key Project Management Based on Effective Project Thinking. Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-47731-1_9.

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van Aartsengel, Aristide, and Selahattin Kurtoglu. "Develop Project Management Scope." In Handbook on Continuous Improvement Transformation. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35901-9_7.

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Carstens, Deborah Sater, and Gary L. Richardson. "Developing the Project Scope." In Project Management Tools and Techniques. CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-7.

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Gullino, Maria Lodovica. "Scope of the Project." In Crop Biosecurity. Springer Netherlands, 2008. http://dx.doi.org/10.1007/978-1-4020-8476-8_2.

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Sanghera, Paul. "Planning Project and Scope." In PMP® in Depth. Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3910-0_4.

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Mochal, Tom, and Jeff Mochal. "Use Scope Change Management." In Lessons in Project Management. Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3835-5_12.

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Mochal, Tom, and Jeff Mochal. "Define the Many Aspects of What Is In Scope and Out of Scope." In Lessons in Project Management. Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3835-5_10.

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Conference papers on the topic "Project scope"

1

Patton, J. "Unfixing the fixed scope project: using agile methodologies to create flexibility in project scope." In Proceedings of the Agile Development Conference, 2003. ADC 2003. IEEE, 2003. http://dx.doi.org/10.1109/adc.2003.1231465.

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Sikdar, Swapan, and Olivia Das. "Goal based project scope determination approach." In 2009 IEEE Toronto International Conference - Science and Technology for Humanity (TIC-STH 2009). IEEE, 2009. http://dx.doi.org/10.1109/tic-sth.2009.5444463.

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Dalsasso, Darlan, and Rodolfo Miranda de Barros. "GAIA scope: Framework for the project scope management in software development process." In 2016 11th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2016. http://dx.doi.org/10.1109/cisti.2016.7521552.

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Goncalves, Fernando Abreu, and Jose Figueiredo. "Constructing scope in project management: an interpretive approach." In 2008 IEEE International Engineering Management Conference (IEMC-Europe 2008). IEEE, 2008. http://dx.doi.org/10.1109/iemce.2008.4618021.

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Dekkers, Carol, and Pekka Forselius. "Increase ICT Project Success with Concrete Scope Management." In 33rd EUROMICRO Conference on Software Engineering and Advanced Applications (EUROMICRO 2007). IEEE, 2007. http://dx.doi.org/10.1109/euromicro.2007.35.

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Maruyama, Eiichi. "Scope of Atom Technology Project --Toward "Self Organization"--." In 1994 International Conference on Solid State Devices and Materials. The Japan Society of Applied Physics, 1994. http://dx.doi.org/10.7567/ssdm.1994.a-0-2.

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Mihajlović, Ivan, Isidora Milošević, and Nada Štrbac. "Developing the objective and the scope of the ecological footprint assessment project." In Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/senet-19.2019.6.

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T. Hans, Robert. "Software Project Scope Verification Through Deliverable-Oriented Work Breakdown Structure." In Third International Conference on Computer Science & Information Technology. Academy & Industry Research Collaboration Center (AIRCC), 2013. http://dx.doi.org/10.5121/csit.2013.3646.

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Neetu Kumari S. and Anitha S. Pillai. "A study on project scope as a requirements elicitation issue." In 2014 International Conference on Computing for Sustainable Global Development (INDIACom). IEEE, 2014. http://dx.doi.org/10.1109/indiacom.2014.6828190.

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Luiz Lampa, Igor, Allan de Godoi Contessoto, Anderson Rici Amorim, Geraldo Francisco Donegá Zafalon, Carlos Roberto Valêncio, and Rogéria Cristiane Gratão de Souza. "Project Scope Management: A Strategy Oriented to the Requirements Engineering." In 19th International Conference on Enterprise Information Systems. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006318603700378.

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Reports on the topic "Project scope"

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Harris, James M. IDC Reengineering Phase 2 Project Scope. Office of Scientific and Technical Information (OSTI), 2015. http://dx.doi.org/10.2172/1171133.

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Harris, James M., and Ryan Prescott. IDC Reengineering Phase 2 & 3 Project Scope. Office of Scientific and Technical Information (OSTI), 2014. http://dx.doi.org/10.2172/1172791.

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Monger, J. W. H. Georgia Basin Project: Scope and Basin Tectonic Setting. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 1990. http://dx.doi.org/10.4095/131178.

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Jacobson, R. W. Tank farm restoration and safe operation, project W-314, upgrade scope summary report. Office of Scientific and Technical Information (OSTI), 1997. http://dx.doi.org/10.2172/325387.

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Bilskis, R. A. ,. Westinghouse Hanford. Tank farm restoration and safe operations, project W-314, upgrade scope summary report. Office of Scientific and Technical Information (OSTI), 1996. http://dx.doi.org/10.2172/658941.

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Gilbert, J. L. Tank farm restoration and safe operation, Project W-314, upgrade scope summary report (USSR). Office of Scientific and Technical Information (OSTI), 1998. http://dx.doi.org/10.2172/362428.

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Jacobson, R. W. Tank farm restoration and safe operation, project W-314, upgrade scope summary report (USSR). Office of Scientific and Technical Information (OSTI), 1997. http://dx.doi.org/10.2172/16860.

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Fuehne, David Patrick. Notification of Operational Scope Change for the FTWC Venting Project at Los Alamos National Laboratory (LANL). Office of Scientific and Technical Information (OSTI), 2020. http://dx.doi.org/10.2172/1605114.

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Nielsen, J. B., and R. Erickson. Los Alamos National Laboratory Site Integrated Management plan, uranium 233 storage and disposition. Volume 1: Project scope and description. Office of Scientific and Technical Information (OSTI), 1997. http://dx.doi.org/10.2172/645572.

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Sanz, E., P. Alonso, B. Haidar, H. Ghaemi, and L. García. Key performance indicators (KPIs). Scipedia, 2021. http://dx.doi.org/10.23967/prodphd.2021.9.002.

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Abstract:

The project “Social network tools and procedures for developing entrepreneurial skills in PhD programmes” (prodPhD) aims to implement innovative social network-based methodologies for teaching and learning entrepreneurship in PhD programmes. The multidisciplinary teaching and learning methodologies to be developed will enable entrepreneurship education to be introduced into any PhD programme, providing students with the knowledge, skills, and motivation to engage in entrepreneurial activities. However, the use of the output of the project will depend on the nature and profile of the research or scientific field. In this context, key performance indicators (KPIs) form the base on which the quality and scope of the methodologies developed in the project will be quantified and benchmarked. The project’s final product will be an online tool that higher education students can use to learn entrepreneurship from a social network perspective. Performance measurement is one of the first steps of any project and involves the choice and use of indicators to measure the effectiveness and success of the project’s methods and results. All the KPIs have been selected according to criteria of relevance, measurability, reliability, and adequacy, and they cover the process, dissemination methods, and overall quality of the project. In this document, each KPI is defined together with the units and instruments for measuring it. In the case of qualitative KPIs, five-level Likert scales are defined to improve indicator measurability and reliability. The KPIs for prodPhD are divided into three main dimensions, depending on the stage of the project they evaluate. The three main dimensions are performance and development (which are highly related to the project’s process), dissemination and impact (which are more closely correlated with the project’s output), and overall project quality. Different sources (i.e., European projects and papers) have been drawn upon to define a set of 51 KPIs classified into six categories, according to the project phase they aim to evaluate. An Excel tool has been developed that collects all the KPIs analysed in the production of this document. This tool is shared in the Scipedia repository.

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