Thesis (MTech (Project Management))--Cape Peninsula University of Technology, 2019 / 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.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In recent years, project management in consulting firms has grown due to greater demands for goods and services. However, this growth has meant that due to inefficiencies in the management, delays in project delivery times are generated. In addition, the same situation occurs for performance of personnel’s competences, as well as in defining the scope of the project. Therefore, this article proposes a model for the application of Project Management Body of Knowledge (PMBOK) based on knowledge management, which consists of the following areas: stakeholder management, risk management, cost management, time management, human resources management, quality management, integration management, and scope management. To show the ease of use of this model, a case study was conducted in an engineering consulting firm. The results of the application of the model were successful: the delay in project delivery times was reduced by 70% and the risks that may exist during execution were reduced by 67%. In addition, the company highlighted the success of the application of knowledge management because it improved the interaction and skills of staff by facilitating the implementation of the model.

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.

O gerenciamento de projetos é amplamente utilizado por organizações em âmbito mundial. Projetos de sistemas de informação, especificamente, auxiliam tais organizações a obterem sistemas a serem utilizados em suas atividades operacionais com alinhamento estratégico junto a seus objetivos, garantindo maior eficiência, alcance de melhores resultados e perenidade de sua atuação no mercado. O gerenciamento de escopo é uma das áreas de conhecimento do gerenciamento de projetos, responsável por garantir que todos os objetivos do projeto sejam conhecidos por todos os envolvidos, declarando o que será entregue e qual será o trabalho necessário para tal. O gerenciamento de escopo demanda alto nível de relacionamento entre equipes desenvolvedoras dos projetos e os clientes solicitantes. Tais clientes possuem expectativas e limitações quanto aos projetos solicitados, sendo necessário seu acompanhamento e alinhamento com a área executora para garantir que suas necessidades sejam atendidas de acordo com seu planejamento e expectativa. Acompanhar o desempenho em diversas dimensões dos projetos é importante para garantir que o resultado final esteja adequado às necessidades originais, tanto considerando-se o produto entregue pelo projeto quanto a execução do projeto em si. Duas das características mais relevantes para os projetos são seu custo e tempo de execução. Desempenhos adequados de custo e tempo dos projetos são importantes, considerando-se que as entregas são relevantes para um determinado tempo de término e com um determinado custo para sua realização. Nesta pesquisa foi realizada a avaliação da relação de processos de planejamento do gerenciamento de escopo com desempenhos de custo e tempo de projetos de SI de uma organização brasileira de grande porte do setor financeiro. Por meio da avaliação da aderência dos processos executados na instituição estudada às práticas indicadas pela literatura, foi possível identificar o nível de aderência da instituição quanto ao gerenciamento de escopo. Esta avaliação foi então relacionada aos desempenhos de custo e tempo, identificando possíveis influências. Considerando-se ainda a amostra de projetos, os gerentes de projetos que os conduziram responderam questionários indicando problemas ocorridos relacionados ao desempenho de custo e tempo dos projetos, possibilitando a identificação de impactos provenientes do gerenciamento de escopo. Por fim, foram aplicadas entrevistas aos clientes que solicitaram os projetos selecionados à área de tecnologia da informação da organização, com o objetivo de identificar causas e comportamentos das relações identificadas anteriormente. Foi possível concluir que a organização analisada possuía baixa aderência às práticas de gerenciamento de escopo. O processo de coleta de requisitos foi identificado como o principal processo relacionado aos desempenhos dos projetos e como o processo foco de maior atenção dos gerentes de projetos e clientes, com maior conhecimento de processos do modelo de desenvolvimento de sistemas de informação do que do gerenciamento de projetos. Nos projetos analisados o planejamento do gerenciamento de escopo não foi uma variável que teve um alto grau de associação com os desempenhos de custo e tempo, podendo explicá-lo adequadamente. Por outro lado, o gerenciamento de escopomostrou ser um fator de forte influência no desempenho dos projetos, pois ensejou mudanças na organização. / Project management is widely used by organizations worldwide. Information systems projects, specifically, assist such organizations get systems to be used in its operational activities with strategic alignment to your goals, ensuring greater efficiency, better results reach and perenniality of its market performance. The scope management is one of the project managements knowledge areas, responsible for ensuring that all project objectives are known by everyone involved, declaring what will be delivered and what will be the work required to such. Scope management demands high level of relationship between developers teams of the projects and the requesting clients. Such customers possess expectations and limitations with the requested projects, being necessary monitoring and alignment with the executing area to ensure that the needs will be met according with their planning and expectation. Track the performance in several dimensions of the projects is important to ensure that the end result is suited to unique needs, both considering the delivered product, as the course of entire project. Two of the most important characteristics of the projects are cost and runtime. Suitable cost performances and time of execution in the projects are important, considering that often such characteristics of projects are directly related to the expected results. In this research was held the assess the relationship the planning processes of scope management with performances of cost and time of SI projects of a Brazilian big organization in the financial sector. Through valuation of adherence of processes executed to good practices, was possible to identify the organization\'s maturity level about the scope management. This review was then related to costs and times of the projects, identifying possible influences. Considering still the selected projects for research, project managers responsible for these projects responded questionnaires indicating occurred problems related to performances of cost and time, enabling the identification of impacts coming from the scope management. Finally, interviews were applied to customers who requested the selected projects to the organization\'s information technology area, aiming to identify causes and behaviors of previously identified relations. It was possible to conclude that the analyzed organization possessed a low level of maturity about the management scope, having low adherence to good practices presented in the literature and followed by the organization. The process of requirements gathering was identified as the main proceedings related to the performance of the projects and as the process focus of more attention from projects managers and customers, with greater knowledge of information systems development methodology processes than project management processes. In the analyzed projects, scope management\'s planning was not a variable that had a high degree of association with the cost and time performances, explaining it properly. Moreover, scope management proved to be a strong influencing factor in the performance of projects, because gave rise changes in the organization.

O gerenciamento de projetos é amplamente utilizado por organizações em âmbito mundial. Projetos de sistemas de informação, especificamente, auxiliam tais organizações a obterem sistemas a serem utilizados em suas atividades operacionais com alinhamento estratégico junto a seus objetivos, garantindo maior eficiência, alcance de melhores resultados e perenidade de sua atuação no mercado. O gerenciamento de escopo é uma das áreas de conhecimento do gerenciamento de projetos, responsável por garantir que todos os objetivos do projeto sejam conhecidos por todos os envolvidos, declarando o que será entregue e qual será o trabalho necessário para tal. O gerenciamento de escopo demanda alto nível de relacionamento entre equipes desenvolvedoras dos projetos e os clientes solicitantes. Tais clientes possuem expectativas e limitações quanto aos projetos solicitados, sendo necessário seu acompanhamento e alinhamento com a área executora para garantir que suas necessidades sejam atendidas de acordo com seu planejamento e expectativa. Acompanhar o desempenho em diversas dimensões dos projetos é importante para garantir que o resultado final esteja adequado às necessidades originais, tanto considerando-se o produto entregue pelo projeto quanto a execução do projeto em si. Duas das características mais relevantes para os projetos são seu custo e tempo de execução. Desempenhos adequados de custo e tempo dos projetos são importantes, considerando-se que as entregas são relevantes para um determinado tempo de término e com um determinado custo para sua realização. Nesta pesquisa foi realizada a avaliação da relação de processos de planejamento do gerenciamento de escopo com desempenhos de custo e tempo de projetos de SI de uma organização brasileira de grande porte do setor financeiro. Por meio da avaliação da aderência dos processos executados na instituição estudada às práticas indicadas pela literatura, foi possível identificar o nível de aderência da instituição quanto ao gerenciamento de escopo. Esta avaliação foi então relacionada aos desempenhos de custo e tempo, identificando possíveis influências. Considerando-se ainda a amostra de projetos, os gerentes de projetos que os conduziram responderam questionários indicando problemas ocorridos relacionados ao desempenho de custo e tempo dos projetos, possibilitando a identificação de impactos provenientes do gerenciamento de escopo. Por fim, foram aplicadas entrevistas aos clientes que solicitaram os projetos selecionados à área de tecnologia da informação da organização, com o objetivo de identificar causas e comportamentos das relações identificadas anteriormente. Foi possível concluir que a organização analisada possuía baixa aderência às práticas de gerenciamento de escopo. O processo de coleta de requisitos foi identificado como o principal processo relacionado aos desempenhos dos projetos e como o processo foco de maior atenção dos gerentes de projetos e clientes, com maior conhecimento de processos do modelo de desenvolvimento de sistemas de informação do que do gerenciamento de projetos. Nos projetos analisados o planejamento do gerenciamento de escopo não foi uma variável que teve um alto grau de associação com os desempenhos de custo e tempo, podendo explicá-lo adequadamente. Por outro lado, o gerenciamento de escopomostrou ser um fator de forte influência no desempenho dos projetos, pois ensejou mudanças na organização. / Project management is widely used by organizations worldwide. Information systems projects, specifically, assist such organizations get systems to be used in its operational activities with strategic alignment to your goals, ensuring greater efficiency, better results reach and perenniality of its market performance. The scope management is one of the project managements knowledge areas, responsible for ensuring that all project objectives are known by everyone involved, declaring what will be delivered and what will be the work required to such. Scope management demands high level of relationship between developers teams of the projects and the requesting clients. Such customers possess expectations and limitations with the requested projects, being necessary monitoring and alignment with the executing area to ensure that the needs will be met according with their planning and expectation. Track the performance in several dimensions of the projects is important to ensure that the end result is suited to unique needs, both considering the delivered product, as the course of entire project. Two of the most important characteristics of the projects are cost and runtime. Suitable cost performances and time of execution in the projects are important, considering that often such characteristics of projects are directly related to the expected results. In this research was held the assess the relationship the planning processes of scope management with performances of cost and time of SI projects of a Brazilian big organization in the financial sector. Through valuation of adherence of processes executed to good practices, was possible to identify the organization\'s maturity level about the scope management. This review was then related to costs and times of the projects, identifying possible influences. Considering still the selected projects for research, project managers responsible for these projects responded questionnaires indicating occurred problems related to performances of cost and time, enabling the identification of impacts coming from the scope management. Finally, interviews were applied to customers who requested the selected projects to the organization\'s information technology area, aiming to identify causes and behaviors of previously identified relations. It was possible to conclude that the analyzed organization possessed a low level of maturity about the management scope, having low adherence to good practices presented in the literature and followed by the organization. The process of requirements gathering was identified as the main proceedings related to the performance of the projects and as the process focus of more attention from projects managers and customers, with greater knowledge of information systems development methodology processes than project management processes. In the analyzed projects, scope management\'s planning was not a variable that had a high degree of association with the cost and time performances, explaining it properly. Moreover, scope management proved to be a strong influencing factor in the performance of projects, because gave rise changes in the organization.

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

En el ámbito de las telecomunicaciones, contar con un teléfono celular es indispensable. Esta necesidad genera que los fabricantes de celulares cuenten con un plan que permita lanzar nuevos modelos de manera periódica, a fin de brindar a los operadores móviles (y, entonces, al usuario final) nuevas alternativas de celulares no solo al alcance de sus posibilidades económicas, sino que otorguen las funcionalidades esperadas. Para llevar a cabo estos lanzamientos, la empresa de diseño, fabricación, distribución, importación y comercialización de celulares (en adelante, empresa de celulares) cuenta con proyectos que buscan cumplir con los acuerdos comerciales firmados con operadores móviles de cada país para la entrega de modelos de celulares en un plazo determinado. Estos proyectos, al lanzar un teléfono celular de gama media, generan un ingreso aproximado de USD 1,800,000. El presente trabajo de investigación refiere a una fase del lanzamiento -cuya duración es 09 meses- que incluye la certificación, importación, gestión de marketing y venta de un primer lote de celulares, contemplando una inversión máxima de USD 385,000 para obtener una rentabilidad total del 40%, preparando al mercado para las siguientes dos órdenes de compra que se acuerdan con un operador telefónico en el acuerdo comercial. El éxito de estos proyectos requieren alinearse con los objetivos organizacionales, gestionar los interesados, conocer y cumplir los estándares de calidad necesarios para fabricar y distribuir celulares, cumplir con los requerimientos de costos establecidos, brindar capacitación al soporte de ventas, identificar y gestionar los riesgos involucrados y, gestionar el cronograma para los lanzamientos. / Nowadays, having a smartphone is essential. This necessity make that the manufacturers of these devices take in consideration a plan that allows them to launch several new models of smartphones periodically. Manufacturers offer mobile operators (and hence also to end-user) new affordable models with all the features they seek. In order to have succesuful launches, the company of design, manufacturing, distribution, import and sale of smartphones (from this point forward, smartphone company) have projects which main objective is to comply with the operators’ commercial agreements in each country. These projects, launch of a mid range smartphone, generate revenues of USD 1,800,000. This research cover the launching phase -which last nine months- and it includes the certification, import, management of marketing activites and sell of the first shipment. It considers a maximum investment of USD 385,000 to obtain a 40% profit and prepares the market for future purchase orders from the operator’s commercial agreements. The key to successful projects require to be aligned with the organization objectives, manage the stakeholers, know and comply with the quality standards needed to develop and manufacture smartphones, comply with the cost’s requirements defined, provide training to support the sales force, identify and manage the risks and the schedule stablished for the launch of the product.. / Trabajo de investigación

Transportinfrastruktursystem spelar en viktig roll i stadsutvecklingen. Nyttjandet av underjordiska utrymmen för transportsystem ökar alltmer och används som potentiella lösningar för att lösa urbaniseringsproblem. För att möta den snabba befolkningstillväxt som Stockholm står inför initierade regeringen Stockholmsöverenskommelsen 2013 som innebar en omfattande utbyggnad av tunnelbanenätet samt en ökad bostadsbebyggelse. Tunnelbaneutbyggnaden är i Sverige den första att genomföras på trettio år och projektet har i det tidiga skedet redan ändrats i omfattning i två etapper.  Syftet med studien är att bidra till en ökad förståelse inom området inför framtida projekt av samma karaktär. Målsättningen är att undersöka vilka faktorer som påverkar projektets benägenhet att ändras och hur dessa faktorer i sin tur påverkar projektledarens möjligheter att leda projektet. Problemet avgränsas till ett beställarperspektiv i tidiga skeden och studeras i en svensk kontext.  Forskningen har genomförts som en kvalitativ fallstudie. Fallstudien består av dels en intervjustudie dels en dokumentstudie. Det studerade fallet representerar projekt Akalla-Barkarby som är ett av de delprojekt som ingår i Stockholmsöverenskommelsen.  Studien har identifierat ett antal faktorer som antas påverka projektomfattningen till en större benägenhet att ändras. Dessa faktorer är relaterade till dels de förutsättningar som låg till grund för projektet i och med investeringsbeslutet dels komplexiteten i projektsystemet. Dessa faktorer skapar osäkerheter och begränsar projektledarens möjligheter att leda projektet. / Transportation infrastructure systems play an important role in urban development. The use of underground spaces for transport systems is increasing and is viewed as a potential solution to solve urbanization problems. To meet the rapid population growth that Stockholm is facing, the government initiated the Stockholm Agreement in 2013, which entailed an extensive expansion of the metro system and an increased housing development. The metro system expansion in Sweden is the first to be completed in thirty years and the project has in the early stages already changed in scope twice.  The purpose of the study is to contribute to an increased understanding in the field for future projects of the same nature. The aim is to investigate the factors that affect the project's propensity to change and how these factors in turn affect the project manager's opportunities to lead the project. The problem is limited to a Client perspective in the early stages and is studied in a Swedish context. The research has been carried out as a qualitative case study. The case study consists partly of an interview study and partly of a document study. The case represents the Akalla - Barkarby project, which is one of the sub-projects included in the Stockholm Agreement.  The study has identified several factors that are assumed to influence the project scope to a greater tendency to change. These factors are related partly to the preconditions of the project based in the investment decision and partly to the complexity of the project system. These factors create uncertainties and limit the project manager's opportunities to lead the project.

A indústria do turismo é um dos setores da economia que mais tem crescido nos últimos anos movimentando mais de quatrocentos bilhões de dólares em todo o mundo, valor este que segundo a OMT – Organização Mundial de Turismo, passará a dois trilhões de dólares no ano de 2020. Para os países em desenvolvimento, como o Brasil, o turismo possibilita a expectativa de uma efetiva contribuição para o desenvolvimento econômico.Os parques de diversões podem atuar nesse sentido tanto como atração principal, tornando-se local de destino, quanto como incremento da oferta de entretenimento em destinações turísticas. No entanto, a simples transposição do modelo americano para o Brasil, não é garantia de sucesso. Pelo contrário, os parques nacionais embora inspirados no modelo americano devem estar voltados para as expectativas, hábitos e tradições do povo brasileiro. Para que isso ocorra o produto deve ser formatado adequadamente. Como a disciplina gerenciamento de projetos vem se tornando cada vez mais difundida no mundo, inclusive no Brasil, este trabalho tem por objetivo estudar técnicas e processos de gerenciamento de projeto que estejam voltadas para a formatação do produto, como uma forma de contribuir para uma formatação adequada do produto parques de diversões. / The tourism is one of the sectors of economy which more has grown in the last few years , with figures of over four hundred billion worldwide. This amount according to WTO – World Tourism Organization will raise to two trillion dollars in the year 2020. To developing countries, like Brazil, tourism makes the expectation of effective contribution to economic development real. Amusement parks may act this way either as main atraction, becoming the destination, or as an increasing in the offer of entertainment in touristic places. However, the simple use of the american model to Brazil, isn´t guarantee of success. On the contrary, National amusement parks although inspired in american models must be focused on brazilian expectations, habits and traditions. In order to it occur, the product must be properly formatted. As the subject business management has become so known throughout the world, including Brazil, the objective of this paper is to study techniques and processes of management which are focused on the product organization as a way of contributing to an adequate product formatation.

A indústria do turismo é um dos setores da economia que mais tem crescido nos últimos anos movimentando mais de quatrocentos bilhões de dólares em todo o mundo, valor este que segundo a OMT – Organização Mundial de Turismo, passará a dois trilhões de dólares no ano de 2020. Para os países em desenvolvimento, como o Brasil, o turismo possibilita a expectativa de uma efetiva contribuição para o desenvolvimento econômico.Os parques de diversões podem atuar nesse sentido tanto como atração principal, tornando-se local de destino, quanto como incremento da oferta de entretenimento em destinações turísticas. No entanto, a simples transposição do modelo americano para o Brasil, não é garantia de sucesso. Pelo contrário, os parques nacionais embora inspirados no modelo americano devem estar voltados para as expectativas, hábitos e tradições do povo brasileiro. Para que isso ocorra o produto deve ser formatado adequadamente. Como a disciplina gerenciamento de projetos vem se tornando cada vez mais difundida no mundo, inclusive no Brasil, este trabalho tem por objetivo estudar técnicas e processos de gerenciamento de projeto que estejam voltadas para a formatação do produto, como uma forma de contribuir para uma formatação adequada do produto parques de diversões. / The tourism is one of the sectors of economy which more has grown in the last few years , with figures of over four hundred billion worldwide. This amount according to WTO – World Tourism Organization will raise to two trillion dollars in the year 2020. To developing countries, like Brazil, tourism makes the expectation of effective contribution to economic development real. Amusement parks may act this way either as main atraction, becoming the destination, or as an increasing in the offer of entertainment in touristic places. However, the simple use of the american model to Brazil, isn´t guarantee of success. On the contrary, National amusement parks although inspired in american models must be focused on brazilian expectations, habits and traditions. In order to it occur, the product must be properly formatted. As the subject business management has become so known throughout the world, including Brazil, the objective of this paper is to study techniques and processes of management which are focused on the product organization as a way of contributing to an adequate product formatation.