 i.

Scope Creep:
 Changes occur due to dynamic conditions
in the market and the external
environment.
 To avail opportunities available, certain
changes shall be required.
 Project manager is required to act
expeditiously to manage the required
changes regardless of how the scope
change occurs.
Continued
 ii. Hope Creep:
 Most managers in the project team do
not report factual position of their
progress. They hope, they will make-up
deficiency and shall report achievement
of targets in the next progress report.
This is due to lack of monitoring control
on the part of project management.
Continued
 iii. Effort Creep:
 The project always seems to be 95%
complete, no matter, how much effort
seems to be expended to complete
them.
 Every week status report records
progress, but the remaining amount of
work does not seem to decrease
proportionately.
Continued
 iv. Feature Creep:
 Similar as scope creep but initiated by the provider and
not by the client.
 It occurs most frequently in system development projects.
 The provider includes a little extra feature to the product
to please the customer/client.
 This extra/additional feature may not please the customer
rather he may ask for modification of it which shall
consume further time and efforts.
 It is advised to entertain formal request for any change
that must be filed and got approved. Project plans and
activities are then modified accordingly.
 4-F PROJECT MANAGEMENT TERMINOLOGY:
 4-f-1 The Project Scenario: Project Risk Vs
business Value:
 Business Value: Senior management determines
the value of the project and its priority.
 Project Risk: As risk increases, the business
value will have to increase accordingly if the
management is to approve and support the
project.
 
RISK / VALUE PROJECT GRID:

A B
C D
Continued


C. BUSINESS VALUE-LOW & RISK-LOW:

 The senior management does not give it
importance and priority being less beneficial to
the business.
 Management will not commit resources and
budget in case of budgetary/resources
constraints.
 These types of projects have low risk and often
deal with internal improvements rather than
new developments.
Continued
 D. BUSINESS VALUE-HIGH & RISK-
LOW
 These projects are important to the
senior management and will closely
watch the progress.
 Both formal and informal reporting can
be expected on move frequent basis.
 They have low risk having
proven/established technology.
Continued
 A. BUSINESS VALUE-LOW & RISK-HIGH:
 These types of projects should be avoided as
there will be problems being high risky and
low business value.
 In planning such projects, activities are to be
broken down into smaller tasks by using
work breakdown structure (WBS) in order
have accurate estimates.
 These projects require close monitoring and
control.
continued
 B. BUSINESS VALUE-HIGH & RISK-HIGH:
 These projects are aimed at achieving
competitive advantage or strategic advantage
to introduce new products/services to the
market.
 These projects are high risky due to introduction
of latest technology or new products, and
project management has to keep close
supervision and control particularly getting of
new products of the required quality and cost at
the earliest possible time.