Running head: LITERATURE REVIEW PART 2 1 Primary Post The first lesson-Get Answer Now

Running head: LITERATURE REVIEW PART 2 1 Primary Post The first lesson-Get Answer Now
Running head: LITERATURE REVIEW PART 2
1
Primary Post
The first lesson learned is that flexibility is mandatory to scope management because it allows a project to run on what is available. Kelkar (2018, P. 57, Para. 4) supports the observation by stating that scope management is the structure and plan that allows a project to circumscribe the core need of a project to achieve the requirements defined for a project. Secondly, a vital lesson learned in the research is that the dominant factor that allows a project manager to gauge the success of scope management is customer satisfaction followed by customer expectations, project quality, project duration, resource allocation, and project costing (Ogunberu, Akintelu, & Olaposi, 2018, P. 527, Para. 2). Additionally, I learned that scope management is different across varied types of projects, which makes factors such as accuracy of planning in management to be vital to successful scope planning and, thus, achieving deliverables. According to Hassan, Adeleke, and Taofeeq (2019, P. 1223, Para. 1), accuracy of time allocation is a determinant of the capacity of a project to achieve proper scope management because, as exemplified by construction projects, time determines the level of pressure in a project and, thus, the accuracy of resource allocation and job allocation. My research also revealed that scope management is highly overlooked in projects despite its role in achieving project success. Kagogo and Steyn (2018, p. 257, Para. 2) offer a thorough assessment of themes in project management, which identifies that scope management is a theme ranked last in projects, which means that most projects are facing significant problems because of ignorance towards defining and managing a project’s scope. I also learned to differentiate between project management and scope management. Al-Rubaiei, Nifa, and Musa (2018, P. 3, Par. 1) define scope management as a six-step process characterized by activities such as “conceptual development, the scope statement, work authorization, scope reporting, control system Process and project closeout”. This means that scope management is the structure while project management is the objectives of a project.
References
Al-Rubaiei, Q. H. S., Nifa, F. A. A., & Musa, S. (2018, September). Project scope management through multiple perspectives: A critical review of concepts. In AIP Conference Proceedings (Vol. 2016, No. 1, p. 020025). AIP Publishing LLC.
Hassan, A. K., Adeleke, A. Q., & Taofeeq, D. M. (2019). The effects of project triple constraint on Malaysia Building Projects. Social Science and Humanities Journal, 3(5), 1222-1238.
Kagogo, T. S., & Steyn, H. (2019). Effect of scope readiness on capital projects in mining: a Namibian case study. South African Journal of Industrial Engineering, 30(1), 257-269.
Kelkar, G. (2018). Revisiting, Reanalyzing and Maintaining Flexibility in improving probability of success for projects in India.
Ogunberu, A. O., Akintelu, S. O., & Olaposi, T. O. (2018). Application of project scope management practices on project success among telecommunication organizations in Nigeria. International Journal of Development and Sustainability, 7(2), 518-532.
 
Secondary Responses
Hello Jianhao,
I was significantly intrigued by the fact that you affirm that scope management has diverse definitions among project managers. I agree that the different definitions can be summarized to reflect the tasks that a project must achieve, which can be discussed and delegated by the owners. I realized that you introduced the definition that scope management is related to changes in a project. This raises the question, “ Does scope management focus on the future effect of activities on a project or does it act as a foundation for the activities?” I developed this question because it seems that most people may confuse scope management with change management.
Hello Oluwatowoju,
I appreciate that you chose a highly specific topic of scope creep. I find it interesting that you offer your personal definition of scope creep. I have to agree that scope creep challenge the progression of a project and, thus, the success of the project. I find the provided causes of scope creep to be highly detailed, which drew my attention to overlapping tasks as a cause. This raised the question, “What are the risks of overlapping tasks in a project?” This is because overlapping tasks is one of the approaches that project managers use to save on time and cost.
Hello Miranda,
I am drawn to the thoroughness your post presents towards scope creep. I am specifically concerned by your affirmation that scope creep can be managed. However, I am more concerned with your argument that scope creep is a red flag for a project because it indicates significant flaws in the project planning. I am forced to ask the questions, “Can scope creep lead to the termination of a project?” and “What factors arising from scope creep can encourage the closure of a project?” these questions arise from my need to seek clarity on whether scope management is a part of a project, or it is an unwanted risk.

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