Managing Scope


 Managing Scope


Imagine approaching the completion of a clinical provider order entry (CPOE) system implementation, only to have key stakeholders require the addition of clinical decision support (CDS) in the system. The additional CDS and its associated training will considerably increase the scope of the CPOE system implementation. As in this example, a project’s scope can easily grow larger as stakeholders continually ask for “just one more thing.” This expanding scope is often referred to as “scope creep.” If more items are added to the scope, project managers have the often daunting task of ensuring that a project still remains within budget and on time.


In this Discussion, you evaluate techniques for managing project scope.


To prepare:


  • Consider a work-related project that suddenly expanded in scope. If you have not experienced scope creep in a work-related project, reflect on personal experiences instead. For example, you may have planned a wedding, built a house, remodeled a kitchen, etc.
  • Think about the purpose of the project, the number of people involved, and their responsibilities.
  • Reflect on what caused the project to expand in scope and how you handled the expansion.




Post by tomorrow 10/25/16 a 550 words essay in APA format and 3 references that include the level one headings as numbered below:




1) A description of the project, including its purpose, the number of people involved, and their responsibilities.


2) Explain what caused the project to expand in scope.


3) Describe how you managed the expansion in the context of project management principles and practices.


4) Explain how you can mitigate or prevent this type of problem in the future.






Required Readings


Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.


  • Chapter 3, “Project Management”
    • “Scope Management” (pp. 50–58)


 This section of Chapter 3 focuses on the planning and controlling of what a project includes and excludes. The text describes how to manage project scope so that it remains within project parameters.




Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.


  • Chapter 5, “Project Scope Management” (pp. 105–140)


 This chapter focuses on the processes used to manage project scope. The chapter also describes a variety of tools and techniques that support the management of project scope.




Herrmann, R. F. (2012). The pitfalls of “scope-creep.” Architectural Record200(1), 29.


Retrieved from the Walden Library databases.


 In this article, the author explores cases in which a project can expand in scope without changes to letters of agreement. The author makes recommendations concerning amending letters of agreement to avoid lawsuits.




Hunsberger, K. (2011). Change is good. PM Network25(2), 48–53.


Retrieved from the Walden Library databases.


 The author of this article explains how scope creep often becomes a focal point of project management teams’ approaches to a project. The author also describes how scope creep may be controlled through change management.




Khan, A. (2006). Project scope management. Cost Engineering48(6), 12–16.


Retrieved from the Walden Library databases.


 This article emphasizes the importance of managing a project’s scope. The author also specifies how a project’s scope can be subdivided into more specific areas.




Mohan, S. (2008). Schedule acceleration: What, why and how? AACE International Transactions,PS.13.1–PS.13.5. 


Retrieved from the Walden Library databases.


 In this article, the author describes the significance of accelerating a schedule on a project’s cost. The author also specifies two types of schedule acceleration.




Nekrasova, E., Griffiths, J., Bleen, J., Nelson, T. K., & Hewett, J. (2012, May). (2012, May). Command and control. PM Network, 26(5), 24.


Retrieved from the Walden Library databases.


 This article focuses on how a project manager may avoid scope creep. The article also stresses the criticality of change management.




Simms, J. (2008, February 5). Forget everything you’ve learnt about project delivery, part 1: Scope management. CIO (13284045), 1.


Retrieved from the Walden Library databases.


 This article specifies the two different types of scope (problem scope and solution scope) and how they may affect scope management. The author describes how being aware of these two different types of scope may prevent issues in scope management.




Simms, J. (2009, July 7). The self evident truths of project management: Truth # 11: “Project scope is a weapon of opportunity not control”. CIO (13284045),  1.


Retrieved from the Walden Library databases.




In this article, the author describes the dangers of seeking to control a project’s scope too tightly. The author distinguishes the initial scope and the final scope of a project.




Turk, W. (2010). Scope creep horror. Defense AT&L39(2), 53–55.


Retrieved from the Walden Library databases.


 This article examines the impact of scope creep on a project. The author also describes some of the causes of scope creep.




Smith, S. E. (2012). What is scope creep? Retrieved from


 This article defines scope creep. The author describes how scope creep can arise and how it may be remedied.




Document: Project Management Tools Available for Apple/Mac Computers (PDF)


 This document contains a list of Project Management tools that are compatible with Apple/Mac computers.


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