The most important and crucial point to take control of a project is to completely define its scope. With a well-defined scope, change trends and the changes themselves can be identified, and if we control the changes, we will have the project under control, since the proper management of changes has as an initial condition, having a well-defined scope.
Fine, but how do we define the scope of a project? Firstly, the scope of a project is not only the final object or goal to be achieved and which constitutes the raison d'être of the project, but also to be clear about the limits of the actions and tasks, that is, of the activities established, in the project execution plan.
It is here where doubts or uncertainties can arise that are not seen before starting the work but when it is in full execution. To reduce these circumstances, the preparation of the plan and schedule of activities requires the active participation of the executing specialists. In addition, it is necessary that the participants-executors detect and notify deviations or additional work to those provided for in the official Plan in daily work.
The main cause of problems to finish and formalize the closure of a project is having worked with a poorly defined, incomplete or unclear scope. When in the official documents to initiate a project such as Contract, Execution Manual, or Sub-Contracts, there are details to be defined of the general Scope, they must be defined through written communications such as memoranda, meeting minutes, or official letters and always without delay so that all interested parties are informed of the clarifications.
As the participants-executors use Checklists to report completed and pending actions to report progress, it is very important that these lists are updated according to the Scope of the project being executed. That is, the activities or actions that do not apply must be eliminated or crossed out.
In this action, support should be sought from the quality assurance and quality control team.
To summarize, in a project there is always an Owner who has his idea of Scope and there is an organization to execute the project formed by one or several contractors and sub-contractors, who must have understood the required Scope. If there are differences or discrepancies in the Scope concept between both parties, the Project will simply not be considered finished, affecting planning, budget, opportunity cost and others.
The detailed definition of the Scope is vital for the successful execution of a Project.
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