Trying to control the scope of a project is futile. Scope will change, and often. Learn how to expect scope change and adapt to the demands of the organization. You’ll: Baseline the scope of a project in a visual model to set initial scope expectations and uncover bad news early. Identify the risks that may occur and create a plan to mitigate them. Convert project issues to tasks with dates and one name to hold people accountable and ensure the project moves forward. Negotiate scope by creating recommendations, options and governance plans. Learn how to say "yes" to scope change and to say "no" to chaos.

1. 403 The Battle Rages:
5 Strategies to Combat
Constant Scope Creep
presented by
Lou Russell,
Russell Martin & Associates
(317) 475-9311 @nolecture
info@russellmartin.com
www.russellmartin.com
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2. Pitch Me
Because of your expertise, your team has been asked by
Training Magazine to devise a critical job aide for a new
trainer to help them remember what to focus on.
Your supplies are limited
to one piece of paper and
one writing utensil.
You have 5 minutes.
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3. Content
1. Why ?
2. Who Cares?
3. Stakeholders
Define the Scope
4. It’s Always Fun Until
Someone Gets Hurt
5. Accountability
Means You Do It
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4. The Lifecycle of a Project
Success!
Unenlightened optimism
Enthusiasm
Dawning pessimism Pre-completion panic
Enlightened optimism
Time
Adapted from Robert Lewis’ book Bare Bones Project
Management
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5. Dare to
Properly
Steps to Great Projects Manage
Resources!
Define Plan Manage Review END
START initiate plan monitor close
1. Set Business 1. Determine 1. Control work 1. Close the project
Objectives Milestones in progress
2. Turn over
2. Establish Project 2. Schedule Task 2. Provide deliverables
Scope Dependencies status and
3. Hold Project
feedback
3. Set Project 3. Adjust for Review
Objectives Resource 3. Leverage
4. Celebrate
Dependencies Governance
4. Mitigate Risks accomplishments
4. Create budget 4. Resolve
5. Establish Constraints
conflict
6. Plan communications
7. Establish Governance
Plan
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6. Dare to
Properly
Steps to Great Projects Manage
Resources!
Define Plan Manage Review END
START initiate plan monitor close
1. Set Business 1. Determine 1. Control work 1. Close the project
Objectives Milestones in progress
2. Turn over
2. Establish Project 2. Schedule Task 2. Provide deliverables
Scope Dependencies status and
3. Hold Project
feedback
3. Set Project 3. Adjust for Review
Objectives Resource 3. Leverage
4. Celebrate
Dependencies Governance
4. Mitigate Risks accomplishments
4. Create budget 4. Resolve
5. Establish Constraints
conflict
6. Plan communications
7. Establish Governance
Plan
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7. #1. Why? Develop Business Objectives:
The Greek Goddess of Business
My
project
will… Increase Revenue by…
Avoid Cost
Improve Service
Also…
• Reaction to government regulation
• Reaction to competitive pressures
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8. Develop Business Objectives:
The Greek Goddess of Business
The Business Objectives for holding the
Volunteer Day are:
•Employee: Loyalty and pride, sense of
belonging which leads to retention and better
recruitment to avoid the cost of re-hiring.
•Build good will and establish 3rd party
relationships which can serve as a crisis shield
should there be crises about business or
brand to improve revenue.
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9. #2: Who Cares? Project Roles
Project Project Team Members
Manager
Plans, Perform project
activities and
Organizes and
produce project
Manages deliverables
the Project
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10. What is a Project Sponsor?
Project
Sponsor
•Represents the best interest of
the organization that is funding
the project.
•Provides resources
•Makes critical business choices
(governance)
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11. You Try It!
Project Project
Sponsor Manager
• Provides status reports to stakeholders ____ ____
• Assigns tasks to people ____ ____
• Determines the business objectives ____ ____
• Determines the project objectives ____ ____
• Recommends what to do when money,
time or quality are threatened ____ ____
• Decides what to do when money,
time or quality are threatened _____ _____
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12. #3: Stakeholders Define the Scope
The Sponsor
Experts Finance
(SMEs)
The Project
Manager
the project
Functional The Dedicated
Leaders Customers
Project Team
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13. Who are my Stakeholders?
STAKEHOLDER:
A person, role, organization,
company or system who
PROVIDES SOMETHING
to the project
or
RECEIVES SOMETHING
from the project
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14. Define the Scope
Stakeholder (role not Inputs: Information Outputs: Deliverables Comments
person) needed
Project Sponsor
Employees provide the volunteer hours
Charities provide the need receive help
Corporate provides press releases
Communications
Catering provides food for the
volunteers
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15. DEFINE The Scope Diagram
Governance
Sponsor:
Charities
CEO
Budget
Status
Volunteers
Volunteer Communication Plan
Food Day
Project
Budget
Training
Corporate
Schedule
Available
Communications
Catering
Employees
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16. DEFINE The Scope Diagram
Governance
Needs Sponsor:
Charities
CEO
Budget
Status
Volunteers
Volunteer Communication Plan
Food Day
Project
Budget
Training
Corporate
Schedule
Available
Communications
Catering
Employees
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17. #4: It’s Always Fun
Until Someone Gets Hurt
From Managing Transitions by William Bridges
New Beginning
Endings
Excitement
Energy
Denial Hope
Anger
Fear
Neutral Impatience
Shock Zone Acceptance
Frustration
Skepticism
Confusion
Stress Creativity
Time
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18. How You Behave: DISC
C Careful Urgent
D
Objective, clear Pioneering
High standards Innovative
Good analyst Driven
Detailed Likes challenge
Picky Demanding
Aloof Quick to anger
Fearful
Steady and sincere Optimistic
Patient Motivator
Empathetic Team Player
Logical Problem solver
Service-oriented Emotionally needy
Apathetic under stress Inattentive
Passive Trusting
Resists change Poor with
details
S I
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19. Adapting Behavior Predicts Stress
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20. Interacting with Other Styles
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21. A Team Makes A Whole Brain
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22. Dare to
#4 Accountability Properly
Means You Do It Manage
Resources!
Define Plan Manage Review END
START initiate plan monitor close
1. Set Business 1. Determine 1. Control work 1. Close the project
Objectives Milestones in progress
2. Turn over
2. Establish Project 2. Schedule Task 2. Provide deliverables
Scope Dependencies status and
3. Hold Project
feedback
3. Set Project 3. Adjust for Review
Objectives Resource 3. Leverage
4. Celebrate
Dependencies Governance
4. Mitigate Risks accomplishments
4. Create budget 4. Resolve
5. Establish Constraints
conflict
6. Plan communications
7. Establish Governance
Plan
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23. Milestones • When Big Chunks of work will
be done
• Dates to track interim progress
START
Governance
Needs
Sponsor:
ANALYZE requirements Charities
Budget
CEO
Status
Volunteers
Volunteer Communication Plan
Food
Day
Project
Budget
DESIGN blueprints
Training
Corporate
Schedule
Available
Communications
Catering Employees
BUILD deliverables
deliver,
IMPLEMENT
transition
EVALUATE project and
END
deliverables
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24. Milestones • Work Back from the Date
START
6/1/11
Governance
Needs
Sponsor:
ANALYZE requirements Charities
Budget
CEO
Status
Volunteers
Volunteer Communication Plan
Done: Food
Day
Project
6/20/11 Budget
DESIGN blueprints
Training
Corporate
Schedule
Available
Communications
Done: 7/1/11
Catering Employees
BUILD deliverables
Done: 7/7/11
deliver,
Event IMPLEMENT
transition Done:
Held 7/15/11
7/13/11
EVALUATE project and
END
deliverables
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25. What has to happen to finish
ANALYZE? Which Stakeholders /
flows are involved?
Tasks
START
6/1/11 Finalize Needs
Governance
Sponsor:
Charities CEO
Charity Budget
Status
Volunteers
Volunteer Communication Plan
Food
Day
ANALYZE requirements Project
Budget
Review with
Training
Corporate
Schedule
Done: Communications
Available
Sponsor
6/20/11 Catering
DESIGN blueprints Employees
Establish
Messaging
Done: 7/1/11 Finalize
Needed
Caterer Invite
Employees
BUILD deliverables
Done: 7/7/11
deliver,
IMPLEMENT Done:
Event transition
7/15/11
Held
7/13/11 EVALUATE project and
END
deliverables
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26. Plan Back From the Due Date
START 6/1/11
6/18/11 ANALYZE
6/8/11 6/12/11 Finalize
Finalize Caterer
Review with Done:
Charity
Sponsor 6/20/11
6/15/11
Invite
Employees
6/15/11
Establish
Messaging
Needed
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27. Plan Back From the Milestone Due Date
Tasks have duration,
take time
START 6/1/11
6/18/11 ANALYZE
6/8/11 6/12/11 Finalize
Finalize Caterer
Review with Done:
Charity
Sponsor Brittney 6/20/11
Lou Lou
6/15/11
Invite
Employees
Maria
6/15/11
Establish
Messaging
Needed
Jo
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28. Build a Spreadsheet
Project Task Project Task Due Comments Complete
Manager Owner
Allows you to sort VolDay Finalize Tai Lou 6/8/11 Email
by date, task charity results
manager, or VolDay Review with
Sponsor
Tai Lou 6/12/11 Needs
approvals
completed. VolDay Establish Tai Jo 6/15/11
messaging
needed
VolDay Invite Tai Maria 6/15/11
employees
VolDay Finalize Tai Brittney 6/18/11
Caterer
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29. Simple Status Reports
Tasks are either done or not done
Project Task Project Task Due Comments Complete
Manager Owner
VolDay Finalize
charity
Tai Lou 6/8/11 Email
results √
√
VolDay Review with Tai Lou 6/12/11 Needs
Sponsor approvals
VolDay Establish
messaging
Tai Jo 6/15/11
√
needed
VolDay Contact Tai Jo 6/15/11 Already
United Way done by
charity
VolDay Invite Tai Maria 6/15/11
employees
VolDay Finalize Tai Brittney 6/18/11
Caterer
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31. Yes, and the impact will be this…
 The PROJECT MANAGER does not control scope, but
manages the choices.
 The PROJECT SPONSOR (aka The Business)
determines whether scope should change or not
based on the insights of the (on the ground) Project
Manager and the impact on the business objective.
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32. The Five Deadly Sins of Project Management
1. Seek first to blame.
2. I’m busy, I must be making
progress.
3. We can do that.
4. That will just take a minute.
5. All projects are the same.
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33. The Five Heavenly Atonements of PM
1. Seek first to blame collaborate.
2. I’m busy on the things that are
must be making money.
3. We can do that for a price.
4. That will just take some planning
a minute.
5. All projects are the same unique.
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34. How Can I Get More HELP?
At www.russellmartin.com:
•Purchase books
•Get our LEARNING FLASH e-zine for more tips
and tools
•Find out about workshops, webinars, e-
learning and virtual alumni communities
@nolecture Lou Russell
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