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Journal articles on the topic 'Project scope'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Mohammad, Alotibe. "Managing Scope Creep in Project Management." International Journal of Management and Commerce Innovations 12, no. 2 (2024): 82–86. https://doi.org/10.5281/zenodo.14281964.

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<strong>Abstract</strong><strong>:</strong> Scope creep, which can be defined as unexpected changes and uncontrolled growth in project scope, is a major challenge in project management. This technical article explores the major causes of scope creep, such as unclear project objectives, evolving stakeholders needs, and inadequate project planning. It examines the impact of scope creep on project schedule, budgets, and overall success. It provides actionable insights for mitigating scope creep through a review of best practices and strategies, including precise requirement documentation, stakeho

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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 fro

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Ni, Bing, Arniatul Aiza Mustapha, and Nur Maizura Ahmad Noorhani. "Interior design scope of work for interior design project delivery in china." Advances in Engineering Technology Research 10, no. 1 (2024): 52. http://dx.doi.org/10.56028/aetr.10.1.52.2024.

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With the advancement of modern technology, the process of interior design delivery has become the center of consumer attention. In the course of realizing projects, interior designers have been found to neglect their scope of work and services and have been subject to complaints due to conflicting scopes of work or inability to deliver services. Interior design projects are subordinate to architectural projects and their management is similar to architectural projects. Conflicts in project management can affect project quality. This study starts from the basic connotation of interior design pr

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Lilian, Wanjiru Mwangi, and Muchelule Yusuf Dr. "PROJECT SCOPE MANAGEMENT AND SUCCESSFUL IMPLEMENTATION OF INFRASTRUCTURAL HEALTH PROGRAM IN NAIROBI COUNTY." International Journal of Management and Commerce Innovations 10, no. 1 (2022): 140–48. https://doi.org/10.5281/zenodo.6563125.

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<strong>Abstract:</strong> A poorly defined project scope has been associated with project failure, with an inadequately planned project scope having a negative correlation with project performance. A well-defined scope will allow the stakeholder to have common goals and expectations throughout the life of the project. Scope management integrates clear definition, effective management, and effective communication with stakeholders, all of which safeguard project success. The goal of this study was to establish the role of scope management in the successful implementation of health infrastructu

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Sousa, Andressa Ferreira de Oliveira, and Sanderson César Macêdo Barbalho. "THE IMPACT OF PMO ACTIVITIES ON INDICATORS OF TIME AND SCOPE IN FINANCIAL ORGANIZATION." International Journal of Professional Business Review 10, no. 1 (2025): e05252. https://doi.org/10.26668/businessreview/2025.v10i1.5252.

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Objectives: The present work investigates the PMO's monitoring role on a financial organization's projects to identify the project office's impact on them. This study stresses the performance of the scope and time on the project portfolio. Theoretical Framework: Project offices are structures that aim to improve organizational project management in a company. Theoretically, an organizational project office is adopted to get better project results and indicators and contribute to the company's strategic objectives. However, evidence regarding these results and their drivers is rare. Method: Thi

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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

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Theyab, Althiyabi, and Qureshi Rizwan. "Predefined Project Scope Changes and its Causes for Project Success." International Journal of Software Engineering & Applications (IJSEA) 12, no. 2/3 (2021): 45–56. https://doi.org/10.5281/zenodo.5082183.

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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

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8

Becky, Cook. "Project Motorcycles." Engineering Computations 2017, no. 10 (2017): 11. https://doi.org/10.5281/zenodo.1000807.

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Characterizing what is required is the first step towards securing a project timetable, setting project objectives and dispensing project assets. These steps will help you characterize the work that needs to be carried out – or as it were, characterize the Scope of the project. Scope is the summation of all deliverables needed as a piece of the project. This incorporates all items, administrations and results. The Scope here, is to effectively move from assembling of “cruiser” motorcycles, which have a motor or engine size running from 500 cc - 1,000 cc, to assembling of “touring” motorcycles,

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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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10

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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11

Zucker, Alan. "Project requirements & scope." Business & Management Collection 2025, no. 1 (2025): e1006499. https://doi.org/10.69645/xeta9227.

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12

Gaol, Kiki Lumban, and Agustinus Hariadi DP. "ENHANCED PERFORMANCE ON SOFTWARE DEVELOPMENT PROJECT THROUGH PROJECT PLANNING, TECHNICAL FACTORS, TEAM CAPABILITY, AND PROJECT SCOPE (CASE STUDY: IT AND PRODUCT DEVELOPMENT DIVISION AT PT. X)." Dinasti International Journal of Digital Business Management 2, no. 4 (2021): 716–29. http://dx.doi.org/10.31933/dijdbm.v2i4.879.

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The research was conducted in a company who engaged in the Fintech field which is inseparable from project management activities. On its implementation there is a project completion time that exceed the specified schedule due to the limited number of human resources and also those bugs in the application generated in the project being run. This research has purposes to revealed the amount of impact from project planning to technical factors, team capabilities and project scopes also to find out the amount of impact which caused by technical factors, team capabilities and project scopes towards

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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 buildin

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Yuswardi, Yuswardi, Fikra Terisha Azzikr, Jessica Jessica, Putri Sahara, and Senly Senly. "Analisa Project Integration, Project Scope Management, Project Time Management." Jurnal Sains dan Teknologi 4, no. 3 (2023): 172–76. http://dx.doi.org/10.55338/saintek.v4i3.1125.

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Tote bag homemade yang berkualitas dan unik serta dapat membantu mengurangi limbah tekstil dan produk yang kami buat sangat ramah lingkungan jadi sangat nyaman untuk digunakan sehari-hari. Product yang kami buat ini bernama BeNew by TwoJe_SKV adalah sebuah bisnis/usaha milik mahasiswa/i UIB dengan visi membuat sampah kain menjadi produk unik dan fungsional, memuaskan konsumen dengan melakukan inovasi – inovasi pada desain produk dan tetap memperhatikan lingkungan dalam operasi bisnisnya dengan cara berpartisipasi dalam memberikan pengembangan berkelanjutan kepada masyarakat dan lingkungan di b

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Kim, Ki Pyung, Tony Ma, and Biddiss John. "Exploratory Investigation of Scope Management for a BIM-enabled Construction Project." KINFORMS 18, no. 1 (2023): 60–82. http://dx.doi.org/10.55819/mrij.2023.18.1.60.

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Despite the recommendation of the international BIM standard ISO 19650, the current scope management process and practice for a BIM-enabled project need to be improved for the full benefits of the BIM adoption. Due to a lack of clarity in BIM-enabled project scope definition and roles and responsibilities for project key participants, unnecessary reworks and various change orders are occurred in the project execution phase. To minimise reworks and improve productivity, it is essential to understand the status of BIM-enabled project scope management practice. However, the current practice of sc

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Oluwasanmi, Raphael Kolawole. "Managing Scope Creeps in Product Led Software-Based Organizations." Advances in Multidisciplinary & Scientific Research Journal Publication 12, no. 1 (2024): 75–84. http://dx.doi.org/10.22624/aims/digital/v12n1p6.

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Scope creep presents a significant challenge for project managers throughout the project lifecycle. It can lead to budget overruns and schedule delays. This paper explores how project managers, especially those in software development organizations can effectively manage and prevent scope creep during project execution. It delves into the various factors that can contribute to changes in a project's scope and the resulting impacts. Historically, project management has placed more emphasis on cost, time, and performance, with less attention given to scope change management. This paper presents

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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 maj

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18

Et.al, Qais Hashil Salim Al-Rubaiei. "The Empirical Relationship between the Stakeholder Involvements, Project Manager Skills, Top Management Strategy and Project Scope Management: A Study on Government Projects in the Sultanate of Oman." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (2021): 2675–82. http://dx.doi.org/10.17762/turcomat.v12i3.1295.

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The study aims to examine the relationship between the stakeholder's involvement, project manager skills, top management strategy and project scope management in the funded government project in the sultanate of Oman. A mapping of this relationship has been issued in previous paper to highlight the importance of these variables and effect on the scope management. A statistical tool which is spss was used to analyze the data collected. The findings indicated that there are positive and significant relationship between the stakeholder's involvement, project manager skills, top management strateg

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19

Herbertson, E. A., O. O. Akitunde, B. R. Sunmola, C.J Omoniwa, and M. I. Oni. "Project risk management practices: The Effect on project scope." Caleb Journal of Social and Management Sciences 8, no. 2 (2025): 26–48. https://doi.org/10.5281/zenodo.14735446.

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The project scope of construction is paramount to the effective and efficient completion. However, construction industries grapple with suboptimal project performance significantly, impairing project outcomes. What role project risk management practices play is the core of this paper. Hence, this study examined the effect of project risk management practices on the project scope of selected construction companies in Nigeria. A survey research design was adopted. The population was 202 top management and mechanical department staff of three selected construction companies in Lagos State, Rivers

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Dandajeh, M. A., A. D. Ibrahim, Y. M. Ibrahim, K. J. Adogbo, and H. A. Ahmadu. "Modelling rework cost for TETFund building construction projects in Nigeria." Nigerian Journal of Technology 42, no. 1 (2023): 72–82. http://dx.doi.org/10.4314/njt.v42i1.9.

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Accurate predictions of rework cost enable contractors to evaluate how successful their projects are likely to be, thus, improve their operations and productivity. Studies have developed project scope-based and non-scopebased rework cost predictive models. However, researchers have criticized the accuracy of these models because of their weaknesses in giving individualistic treatments to project scope-based and non- scope-based rework cost influencing factors. This study therefore aimed at developing rework cost predictive models that combine the synergistic effects of both project scope- base

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Muhmmad Hussnain Javid, Mirza, Muhammad Umer, Saman Attiq, and Aziza Munir. "Impact of Scope Creep and Process Conflict on Project Success: Moderating Role of Building Information Modelling (BIM)." Journal of Asian Development Studies 14, no. 1 (2025): 1768–84. https://doi.org/10.62345/jads.2025.14.1.141.

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This study examines the impact of scope creep and process conflict on construction project success in Pakistan, with a specific focus on the moderating role of Building Information Modelling (BIM). Scope creep, characterized by the uncontrolled expansion of a project’s scope, often leads to delays, budget overruns, and diminished quality, while process conflict arises from disagreements among stakeholders regarding project procedures, resulting in inefficiencies and delays. These issues are particularly prevalent in large-scale construction projects, exacerbated by ambiguous project specificat

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22

Mari, Dildar Ali, Ali Raza, and Ghulam Murtaza Lahbar. "The Role of a Project Management Office (PMO) In Ensuring Human Resource (HR) Sustainable Operations." Global Economics Review VIII, no. II (2023): 162–71. http://dx.doi.org/10.31703/ger.2023(viii-ii).12.

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The importance of having a coordination cell, such as a Project Management Office (PMO), within a project organization, cannot be overstated, especially as projects become more complex and involve multiple stakeholders. One crucial aspect of a PMO is its ability to incorporate the principles of sustainability within its process framework. By considering sustainability, the PMO ensures that project requirements are met in a way that minimizes the need for rework and promotes environmentally and socially responsible practices. This alignment with sustainability principles contributes to the long

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Omerhi, Oghenetega John, Joesph Chike Adjadike Dr., and Okafor Ozoemena Christian Dr. "EFFECT OF PROJECT ACTIVITIES SCOPING AND DESIGN IMPLEMENTATION ON FINAL PROJECT OUTCOME." SADI Journal of Interdisciplinary Research 10, no. 3 (2023): 22–48. https://doi.org/10.5281/zenodo.8411013.

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The aim of this study was to evaluate the effect of project scope planning and implementation on the final project outcome using a survey of 10 completed jobs in the public and private sectors within the south East and South-Southern parts of Nigeria. Specific objectives were to: determine the effect of project scope planning on project outcome, examine the effect of proper scoping of the structural designs on final project outcome and explore the effect of scope implementation on final project outcome. The study used Chi-square non-parametric statistic on a sample of 160 employees of the cons

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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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Shweta, Kasnale*1 V. U. Khanapure2 &. M.A.Khandare3. "ANALYZING PROJECT SCOPE DEFINITION COMPLETENESS BY USING PDRI FOR AN INFRASTRUCTURE PROJECT." INTERNATIONAL JOURNAL OF ENGINEERING SCIENCES & RESEARCH TECHNOLOGY 6, no. 7 (2017): 251–62. https://doi.org/10.5281/zenodo.827482.

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It has been found that poor scope definition is one of the principal causes of project failure in the construction industry. But the owner and contractor companies however share the delusion that it is not economically viable to spend the time or money, required to sufficiently define the scope of work early in a project's life cycle. Sometimes, project participants are unaware about the necessities of a sufficiently defined scope of work. A tool called Project Definition Rating Index (PDRI) was created to address these problems. The PDRI is an easy-to-use, checklist of 68 scope definition ele

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Faldi, Irham Pratama, and Hasan Basri Mursyid. "Proposed Project Management Development for AMA Group." International Journal of Current Science Research and Review 06, no. 07 (2023): 3995–4011. https://doi.org/10.5281/zenodo.8122819.

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<strong>ABSTRACT: </strong>The research aims to improve AMA Group's project management to address project delays and identify the root causes. It uses PMBOK as a problem-solving approach, utilizing expert judgment and historical data to identify root causes and assess project management aspects. The root cause of project delays is related to project scope, schedule, and resource management. Work Breakdown Structure (WBS) and Critical Path Method (CPM) are recommended tools for project scope management, scheduling, and resource management. These techniques enable effective change control, c

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Olsson, Nils O. E. "Scope Reductions as Tool for Cost Control in Construction Projects." International Journal of Risk and Contingency Management 4, no. 4 (2015): 1–16. http://dx.doi.org/10.4018/ijrcm.2015100101.

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Scope management is a key issue in construction projects. This paper studies scope reductions. Potential reductions of project scope as well as budget contingencies have been a tool for cost control of governmental investments in Norway since 2001. This paper studies implementation of such reduction in major construction projects in different governmental sectors. Project representatives were contacted to obtain information about actual use of pre-defined potential scope reductions. Eight of the 14 studied projects did not implement any of the predefined reductions. Six projects implemented so

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Regine, Adele Ngono Fouda, and Nguele Veronique Balla. "Project Management Organizations Is The Ultimate Resource For Several Network Operations: Case Study Of Construction Project." International Journal of Case Studies 4, no. 3 (2015): 27–33. https://doi.org/10.5281/zenodo.3525732.

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Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction. Traditionally, human undertaking projects need to be performed and delivered under these constraints: “scope”, “time”, and “cost”. These three constraints (The Project Management Triangle) are often competing constraints: increased scope usually means increased time and

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Fang, Chenyu, and Ayanlowo Eniola Judah. "Scope Creep in Large-Scale Projects: Lessons from Denver International Airport." International Journal of Business and Management Review 13, no. 4 (2025): 1–10. https://doi.org/10.37745/ijbmr.2013/vol13n4110.

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Widely regarded as a project’s boundary, project scope management is viewed as a critical knowledge area in project management (PMBOK). However, the complexity of scope management makes its definition complicated as it is influenced by various external factors, including political, technological, and organizational factors, which tend to significantly redefine a project’s lifecycle. In the situation where there are shortcomings in the project’s scope, these interferences could have adverse implications on the overall project, such as increased expenses and extended timelines. The Denver Intern

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WILLIAMS, Teakon J. "Managing and Controlling Project Changes in Post Conflict Countries the Case of Liberia." International Journal of Managing Value and Supply Chains 13, no. 4 (2022): 21–32. http://dx.doi.org/10.5121/ijmvsc.2022.13403.

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Ineffective change management and control practices in donor and government-funded projects served as the major impediment to meeting project completion timelines and possible project failures. Project management professionals globally have attributed multiple requests for cost, scope, or schedule changes to classical project management issues, including cost overruns, schedule overruns, and scope creeps when managing traditional-driven projects. In post-conflict countries, including Liberia, multiple change requests or variation orders are prevalent in various types of projects often driven b

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Teakon, J. WILLIAMS PMP. "MANAGING AND CONTROLLING PROJECT CHANGES IN POST-CONFLICT COUNTRIES: THE CASE OF LIBERIA." International Journal of Managing Value and Supply Chains (IJMVSC) 13, no. 4 (2023): 32. https://doi.org/10.5281/zenodo.7966504.

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Ineffective change management and control practices in donor and government-funded projects served as the major impediment to meeting project completion timelines and possible project failures. Project management professionals globally have attributed multiple requests for cost, scope, or schedule changes to classical project management issues, including cost overruns, schedule overruns, and scope creeps when managing traditional-driven projects. In post-conflict countries, including Liberia, multiple change requests or variation orders are prevalent in various types of projects often driven b

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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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Varajão, João, António Trigo, José Luís Pereira, and Isabel Moura. "Information systems project management success." International Journal of Information Systems and Project Management 9, no. 4 (2022): 62–74. http://dx.doi.org/10.12821/ijispm090404.

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This paper aims to provide new insights into information systems (IS) project management success. Even though many studies found in the literature show results of software development projects, few studies address the success of IS (socio-technical) projects. Responses to an international survey, regarding 472 projects in total, showed that IS project management is achieving high levels of success; yet, only a minority of projects end without changes in scope, schedule or cost. Furthermore, the results show that changes in scope, schedule or cost are frequent in this kind of project and do not

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Catanio, Joseph T., Gary Armstrong, and Joanne Tucker. "The Effects of Project Management Certification on the Triple Constraint." International Journal of Information Technology Project Management 4, no. 4 (2013): 93–111. http://dx.doi.org/10.4018/ijitpm.2013100106.

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This research paper describes key information technology (IT) project management activities in terms of project scope, time, and cost management, namely the triple constraint. The authors contend that the ability to properly manage and execute these activities is the quintessential component that oftentimes drives whether projects succeed or fail. The literature shows that IT projects have a dismal success rate but successful projects have been on the rise. The authors attempt to determine if the increase of successful projects correlates to the increase in the number of certified project mana

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Kilani, Qais, Faraj Harahsheh, Sakher Najdawi, et al. "Evaluating the impact of scope, time, cost, and quality management on project performance and business overall performance in Jordanian financial sector ,." Journal of Project Management 9, no. 4 (2024): 301–10. http://dx.doi.org/10.5267/j.jpm.2024.9.003.

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Within the context of the financial industry, the purpose of this research is to investigate the influence that management of scope, time, cost, and quality has on the performance of projects and business overall performance in the financial sector. Following the collection and examination of the study materials, a total of 331 samples were deemed appropriate for analysis by means of the PLS software. According to the findings, the implementation of scope, time, cost, and quality management has a direct and beneficial impact on the enhancement of project performance in the organization that de

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Leena, Alawami. "Understanding the Principles of Project Scope Changes." International Journal of Mechanical and Industrial Technology 12, no. 1 (2024): 1–7. https://doi.org/10.5281/zenodo.11369385.

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<strong>Abstract:</strong> Projects, no matter the size, complexity, duration, or involved stakeholders, can evolve and change in numerous directions rapidly throughout their lifecycle. We are reminded by the fact that change is inevitable, it is a constant in every aspect of our lives, and change in the temporary, goal-driven endeavors we undertake, in other words, projects, is no exception to this rule. A fundamental element to any project is defining its scope and boundaries, which is referred to the totality of its goals, requirements, activities, deliverables, costs, resources and deadlin

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Bisikirskienė, Lina, Lina Čeponienė, Mantas Jurgelaitis, Linas Ablonskis, and Eglė Grigonytė. "Compiling Requirements from Models for Early Phase Scope Estimation in Agile Software Development Projects." Applied Sciences 13, no. 22 (2023): 12353. http://dx.doi.org/10.3390/app132212353.

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Inadequate early scope estimation is a common problem in software projects, leading to failures in meeting project requirements. Agile projects usually do not concentrate on a comprehensive requirements analysis and specification before the start of the project, making scope assessment difficult. This paper presents the methodology for facilitating a more accurate early estimation of project scope, based on requirements information gathered in various forms (requirements models and textual descriptions) during the requirements workshop. The requirements from different sources are compiled into

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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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�� and Kirill Zuykov. "Stability Assurance in IT-Projects Management Systems." Russian Journal of Project Management 5, no. 1 (2016): 24–47. http://dx.doi.org/10.12737/18007.

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The paper is devoted to the IT-projects dynamics analysis in order to develop management processes that assure stability of the projects to scope changes. Software development lifecycle is considered combined with one of organizational changes which are carried out by IT-projects execution. This integral study of IT-projects organizational structure allows to discover projects particularities that lead to destabilization and especially &#34;scope creep&#34; as a main factor of loss of stability and, as a result, failure of objectives realizatio

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Urezweneza, Edyna, and Njenga Gitahi. "PROJECT MANAGEMENT TRIPLE CONSTRAINTS ON PERFORMANCE OF NON-GOVERNMENTAL PROJECTS IN RWANDA A CASE OFNGOS IN BUGESRA DISTRICT." International Journal of Advanced Research 12, no. 06 (2024): 1349–62. http://dx.doi.org/10.21474/ijar01/18999.

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Background: This study aimed to examine the impact of project triple restrictions on the performance of Rwandan non-governmental initiatives. It focused on time management, cost management, and scope management on the effectiveness of these projects. The research was guided by three theories: theory of constraints, Goal Setting Theory, and Complexity Theory. The study involved 12 Local NGOs in Bugesera district, with a target population of 120 individuals. Primary data was gathered through questionnaires, while secondary data was gathered from various sources. The reliability level was determi

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SUNIL KUMAR SUVVARI. "Managing Project Scope Creep: Strategies for Containing Changes." Innovative Research Thoughts 8, no. 4 (2022): 360–71. http://dx.doi.org/10.36676/irt.v8.i4.1475.

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This research paper aims to explore the problem of scope creep in project management and identify possible measures to address changes. Scope creep, a significant challenge that threatens overall project success, refers to the uncontrolled growth of project scope, negatively affecting project cost, time, and quality. By evaluating the causes of scope creep, prevention measures, and management approaches, this research sought to give project managers rich resources to prevent and control scope creep risks. The work complexes and integrates data from various scholarly articles, stakeholder repor

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Bhatti, Muhammad Asad Akram, and Muhammad Umair Nazir. "The Impact of Project Process Management on Sustainable Project Success in the Construction Sector: The Moderating Role of Risk Management Practices." Bulletin of Business and Economics (BBE) 13, no. 2 (2024): 1065–72. http://dx.doi.org/10.61506/01.00462.

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This study examines the influence of project process management on sustainable project success in the construction sector, with a focus on the moderating role of risk management practices. Using a quantitative research design, data were collected from 328 professionals, including Managers, Project Managers, and Portfolio Managers, through structured questionnaires. The analysis, conducted using SmartPLS, revealed that effective project process management significantly impacts project time, cost, and scope, thereby enhancing overall project success. The findings highlight the importance of inte

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Bosch, David J. "The Scope of the »BISAM« Project." Mission Studies 6, no. 1 (1989): 61–69. http://dx.doi.org/10.1163/157338389x00102.

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Mirza, Muhammad Nabeel, Zohreh Pourzolfaghar, and Mojde Shahnazari. "Significance of Scope in Project Success." Procedia Technology 9 (2013): 722–29. http://dx.doi.org/10.1016/j.protcy.2013.12.080.

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Kuchta, Dorota, Paolo Canonico, Vincenza Capone, and Guido Capaldo. "Uncertainty in the Planning Phase of Public Projects—Its Scope, Consequences, and Possible Remedies." Administrative Sciences 13, no. 6 (2023): 145. http://dx.doi.org/10.3390/admsci13060145.

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The aim of the study was to assess the uncertainty scope and types present in public projects, with uncertainty defined as a lack of knowledge, and to formulate recommendations for improving the success rate of public projects. Apart from a literature review, a questionnaire was administered among 60 Italian and 40 Polish public-project managers. Questions about the level of knowledge of various project aspects (e.g., project stakeholders or project environment) in the project-planning phase were asked. It was found that, in their own opinion, knowledge of essential aspects of public projects

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Md., Nabid Alam, and Nahid Alam Md. "Critical Success Factors for Scoping of Business Improvement." International Journal of Management Sciences and Business Research 2, no. 9 (2013): 01–06. https://doi.org/10.5281/zenodo.3441633.

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Business improvement projects deal with the transformation of current operational process to an improved operational process, which can be beneficial for the organization in achieving business targets and competitive advantages in the market place. There are lots of issues related to managing such projects– technical and business uncertainty, unmanageable project scope, poor management focus on organizational aspects, difficulties in measuring return on investment and so on. The management of business improvement projects becomes difficult due to poor addressing of such issues at the tim

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Greer, Michael. "ID Project Management: A manager's guide to determining project scope." Performance + Instruction 27, no. 5 (1988): 15–26. http://dx.doi.org/10.1002/pfi.4170270505.

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Egboga, Ike, and Eniola Taiwo. "Project Risk Mitigation and Project Execution in the Nigeria Oil And Gas Industry." SPIRIT OF SOCIETY JOURNAL 4, no. 2 (2021): 117–25. http://dx.doi.org/10.29138/scj.v4i2.1093.

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The focus of this study is to examine the relationship between project risk mitigation and project execution in the Nigeria oil and gas industry. Specifically, the study examines the extent of contribution of project risk mitigation in realising project budget, quality, schedule and scope during execution. In pursuant of these objectives, survey research design was used. 102 questionnaires were administered to the Managing Directors or Chief Operating Officers and project or operations managers of the selected companies. Eighty two questionnaires were validly retrieved and used for data analys

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Nyetweka, Fred, and Jean de Dieu Dushimimana. "Project Planning Practices and Project Performance: A Case of King Faisal Maternity Ward Project Implementation in Gasabo District, Rwanda." African Journal of Empirical Research 5, no. 2 (2024): 147–55. http://dx.doi.org/10.51867/ajernet.5.2.14.

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This research study examined Project Planning Practices and Project Performance: A Case Study of King Faisal Maternity Ward Project by Real Contractors Ltd Company in Gasabo District, Rwanda. The study aims to achieve three specific objectives: first, to assess the effect of scope planning on the performance of King Faisal Maternity ward Project in Gasabo district and determine the effect of risk planning on the performance of King Faisal Maternity ward Project in Gasabo district. The population of this study included staff in different departments of Real Contractors Ltd Companyof King Faisal

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