A triangular perception of scope creep influencing the project success

Madhuri, K. Lakshmi; Suma, V.; Mokashi, Uma Mohan

doi:10.1504/ijbis.2018.088571

Cited by 6 publications

(5 citation statements)

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“…• The collected information is based on tools, technologies [95], and the authors who proposed any new framework [83] or methodology [88] to discuss such factors. It is analyzed that a two-sided avoidance mechanism is an ongoing process to reduce the creep factors in the complete project management life cycle [92].…”

Section: Discussionmentioning

confidence: 99%

An Empirical Investigation of Factors Causing Scope Creep in Agile Global Software Development Context: A Conceptual Model for Project Managers

Aizaz

Khan

et al. 2021

IEEE Access

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Scope creep is considered one of the crucial reasons for the failure of traditional software development projects. The ability to manage and control the change elements on a project, particularly the project scope, is a key to project success. The notion of the agile process was introduced to tackle the scope change-related challenges such as scope creep. By adopting an agile-footed process, the development organizations can react to the consistent market changes and client requests. However, continuous change accommodation may negatively impact the success of the targeted project since the project manager mainly focuses on controlling scope change rather than analyzing its impact on the cost and quality. The agileprocess advocates have accepted that this situation could happen even following agile methodology, which prompts compromising the quality, postponed plans, increment cost, plan to modify, and diminished consumer loyalty. Additionally, the scope-related challenge significantly increases, especially when managing scope creep in the global software development (GSD) context. Thus, there is a need to focus on scope creep factors in the context of AGSD. Motivated by this, current work aims at identifying the factors causing scope creep in the context of AGSD. To achieve the targeted objectives, we reported the current state-of-the-art related to existing scope creep models of AGSD. We adopted SLR and empirical study to address the formulated research questions. The current study also identifies the additional challenges of scope creep from the industrial perspective. Based on the obtained results, the current work proposes a conceptual model for scope creep to assist the agile practitioners to effectively handle the scope creep, which increases the project success and forecast change control effect on a software project. Moreover, the proposed conceptual model's effectiveness is validated through expert judgment and a case study. The obtained promising results ensure the additional aspects of AGSD; hence, we could overcome the project's overall risk by implementing the proposed model.

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Section: Discussionmentioning

confidence: 99%

An Empirical Investigation of Factors Causing Scope Creep in Agile Global Software Development Context: A Conceptual Model for Project Managers

Aizaz

Khan

et al. 2021

IEEE Access

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“…Other factors are, for instance, effective communication, teamwork or conflict management (Zuo et al, 2018). In general, the diversity of success factors is wide, considering the different types of projects M€ uller, 2015, 2016;Madhuri et al, 2018;Pollack and Algeo, 2016;Regaliza et al, 2017;Rolstad as et al, 2014).…”

Section: Success In Projectsmentioning

confidence: 99%

ISO 21500 and success management: an integrated model for project management

Takagi

Varajão

2021

IJQRM

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PurposeProjects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g. associations, institutes, etc.) provide standards, guides and project management methodologies. However, despite its wide coverage of project management knowledge areas, standards currently have no specific processes focused on planning and evaluating success. The absence of these processes can limit the vision of managers and their teams on what most contributes to the success of a project. Aiming at contributing to fill this gap, this paper proposes the integration of success management processes in the ISO 21500 standard.Design/methodology/approachTo develop the integration model, a Design Science Research approach was adopted for the construction and evaluation of the resulting artefact.FindingsThe result is an integrated model and insights for its application in practice. The model aims to help managers and their teams to identify which success management activities need to carry out and how to integrate them with the other processes of the ISO 21500 standard.Research limitations/implicationsThe integrated model was applied in only one project. Another limitation is the difficulty in comparing the results obtained due to the small number of works focused on success management (namely related to planning, measuring, controlling and reporting success in practice) and its integration with project management standards, guides and methodologies.Originality/valueThe integrated model, based on success management and the ISO 21500 standard, is an important and original contribution to understand and achieve success in projects. This promotes a new vision of balanced management, directing the management effort to the areas that effectively contribute to success in each project.

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“…Generally, project success or failure can be traceable to a number of factors that include scope, time, and cost [1], [55]. Among these factors, scope definition is the most significant because if the scope definition is vague and there is no effective control of scope, then the project is a failure [4], [18], [19], [21], [56], [57].…”

Section: A Role Of Scope In Project Successmentioning

confidence: 99%

A Framework of Software Project Scope Definition Elements: An ISM-DEMATEL Approach

Hassan

Asghar

2021

IEEE Access

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Software project scope definition is complicated due to the diversity and magnitude of the information needed. An inadequate scope definition often results in project failure as it continues to emerge as the major cause of delays, changes/rework, and cost and schedule overruns. Literature mentions different tools and methods to verify, quantify, and control software scope definition. However, none of these methods and tools help in defining a complete scope. Since a well-defined scope in the early stages is a core ingredient for project success, therefore, previously we developed a method that includes 45 elements of the software project scope definition. Although these elements are noteworthy for project scope, some may influence others; and should be concentrated on more when defining the scope of the software projects. The objective of this present study is that it builds on our previous research and uses Interpretive Structural Modeling (ISM) to extract the interrelationships among the elements and Decision Making Trial and Evaluation Laboratory (DEMATEL) to determine the intensity of these relationships. Experts from academia and the software development industry were consulted to identify the relationships among the elements. ISM-DEMATEL approach indicates that the project manager's competence is the main driver. Further, requirements, stakeholders' expectations, cost estimates, project schedule, resource estimation, project summary, communication, consultation, top management support are among the most influential elements that are critical to focus on. Moreover, the findings of the study provide project managers with a better understanding of the elements and their interconnections thus, helping in achieving a better scope definition.INDEX TERMS Interpretive structural modeling (ISM), decision making trial and evaluation laboratory (DEMATEL), scope definition, scope elements, scope management, software projects.

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A triangular perception of scope creep influencing the project success

Cited by 6 publications

References 0 publications

An Empirical Investigation of Factors Causing Scope Creep in Agile Global Software Development Context: A Conceptual Model for Project Managers

An Empirical Investigation of Factors Causing Scope Creep in Agile Global Software Development Context: A Conceptual Model for Project Managers

ISO 21500 and success management: an integrated model for project management

A Framework of Software Project Scope Definition Elements: An ISM-DEMATEL Approach

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