Managing Creeping Scope Coursework Example

M3D1: Managing Creeping Scope
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M3D1: Managing Project Scope
Meeting Project Scope Requirements
As the project manager, ensuring that the project scope requirements are met alludes to the improvement of stakeholder’s participation. More so, there are increased aspects that prevail as instrumental factors for improved stakeholder participation and productivity altogether. Firstly, as the project manager, it is my duty to ensure that all the stakeholders understand the objectives and aims of the project. This way, they can gauge their throughput based on the scope of the project demands and goals (Fageha & Aibinu, 2013). On the other hand, I ought to have a clear understanding of the expectations of the stakeholders, which acts as the foundation for any of the project proceedings. In fact, the requirements and goals of the projects utilize the predefined expectations as the core basis for progress. Therefore, a concrete understanding of these factors makes it easier to complete the different tasks of the project while simultaneously ensuring they meet the project scope requirements. On the other hand, all the stakeholders should have adequate opportunities in voicing their concerns for a clearer comprehension of the project scope definition (Larson & Gray, 2014; Fageha & Aibinu, 2013). Therefore, the project manager should ensure there is an atmosphere that accommodates consistent feedback for better communication. Additionally, the contributions of the stakeholders should be subject to acknowledgement and increased benefits as a source of motivation for better results and consistency in meeting the project scope requirements.

Ethical Dilemma
In the contemporary practice of project management, the aspect of accountability acts as a source of ethical dilemmas. When things go wrong during the different stages of the project, the involved people attempt to avoid the implications by shifting blame to other people. For instance, the project manager can blame the team members for the failure of a project. On the other hand, the team members can blame their manager for the same. As a result, such occurrences lead to increased damages of careers and reputations while causing increased complexities for a project since everyone focuses on concealing the actual source of the subject issue. However, such issues can be addressed by advocating for strong work ethics among the involved stakeholders (Eik-Andresen et al., 2015). Primarily, the project manager should ensure that the stakeholders are involved in the definition and establishment of the core values, which should include communication, consistent learning, teamwork, and respect. Assertively, an incorporation of these aspects into the practices and processes of the project ought to ensure strong work ethics. More so, the stakeholders will have a clearer understanding of ethical behavior and utilize the same knowledge in addressing ethical dilemmas.
Changing the Scope
In situations where the upper management, customers, and other stakeholders request for a change in the scope of the project, the approach that I would utilize is Earned Readiness Management (ERM) (Magnaye et al., 2014). Evidently, the approach can be instrumental and effectual in the implementation of a system development plan through the provision of implements to schedule, monitor, and evaluate the progress of change. Still, I would implement the same despite the dissimilarities of the different stakeholder groups. Resolutely, the decision to utilize ERM emanates from the interactive nature of the approach in addition to its capabilities of exercising more effective maturity-focused managerial control over the project processes (Magnaye et al., 2014). Therefore, addressing the demands for change would not be a challenge since the suppleness of the approach accommodates the integration of learning processes that can be instrumental in better comprehension of change.
References
Eik-Andresen, P., Landmark, A. D., & Johansen, A. (2015). Managing cost and time in a large portfolio of projects. Procedia Economics and Finance, 21, 502-509.
Fageha, M. K., & Aibinu, A. A. (2013). Managing project scope definition to improve stakeholders’ participation and enhance project outcome. Procedia-Social and Behavioral Sciences, 74, 154-164.
Larson, E. W., & Gray, C. (2014). Project management: The managerial process with MS project. McGraw-Hill.
Magnaye, R., Sauser, B., Patanakul, P., Nowicki, D., & Randall, W. (2014). Earned readiness management for scheduling, monitoring and evaluating the development of complex product systems. International Journal of Project Management, 32(7), 1246-1259.