I like that expression 'project creep'!
It happened to my project in the early days and when I realised that it was overcomplicating things, wasn't actually part of what the project was all about and was having an impact on progress I had to put a stop to it.
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From: CIG E-Forum <[log in to unmask]> on behalf of Lynne Dyer <[log in to unmask]>
Sent: 12 February 2016 11:10
To: [log in to unmask]
Subject: Re: [CIG-E-FORUM] CIG e-forum on project management
Absolutely Alan, scoping is key!!
So, articulate what is the final expected outcome (deliverable) of the project? What IS included in this, and what ISN'T included. It's rather easy to think of things that are very closely related to the work being done on the project and try and slip that into the project, but such "project creep" is not good practice.
Lynne
-----Original Message-----
From: CIG E-Forum [mailto:[log in to unmask]] On Behalf Of Alan Vaughan Hughes
Sent: 12 February 2016 10:53
To: [log in to unmask]
Subject: Re: [CIG-E-FORUM] CIG e-forum on project management
It is basically common sense at the end of the day but if any tangible end result (e.g. catalogue records enriched in some way) has external dependencies (you have to reply on somebody else to do something before you can do something) it is important to define the scope of what the end result is, how you are going to get there - and also set up appropriate controls - just useful checkpoints that you define at the beginning so that you can more 'officially' monitor progress.
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