Scope management is the greatest challenge in project management.

When I manage scope during a project I pay close attention to keeping scope in control using the outline given in chapter 5 of the Guide to The Project Management Body of Knowledge (PMBOK Guide). In this blog, I will address an overview of things I do to management changes to project scope.

Controlling project scope is making sure the project has all the work required in it to be successful complete the project, and that no unnecessary work is involved. Scope Management in the Planning Processing Group Phase includes: Collecting Requirements, Defining Scope, and Creating the WBS. During the Monitoring and Controlling Process Group Phase scope is managed by verifying the scope, and controlling the scope.

Knowing what is needed to manage scope impacts my understanding of other key "Knowledge Areas," and is "part of the Development Plan process ( (Project Management Institute, 2008, p. 104)." 104)". I always knew that scope control was an issue during projects, but I never realized how negatively scope changes impacted all other phases of a project until I paid attention to it. When you learn scope management, you will be able to recognize when scope changes and how to correct this change to keep the project on track.

According to the PMBOK "The scope management plan may be formal or informal, highly detailed, or broadly framed, based on the needs of the project." I am beginning to believe the scope management plan should always be formal but differ in its detail. I have run my own company for 16 years, and I will always have a formal scope management plan just for the simple fact of keeping everyone, and every project focused on the project at hand.

Too many people do not define the scope at all. Their approach is: here is what I want to do, how, and I going to do it, the benefits will be this, and when a fire starts I will put it out.

PMBOK tells us defining the scope includes using inputs such as project charter, requirements document, and organizational process assets. PMBOK mentions the following tools, and techniques used to control scope as: using expert judgment, product analysis, alternative's identification, and facilitated workshops. All of these techniques will help you control scope in the future.
Project Management Institute. (2008). A Guide to the Project Management Body of Knowledge PMBOK Guide (4th ed.). Newtown, PA: Project Management Institute, Inc.

Five Points to Making Presentations

There are five main points to consider when developing and presenting a good presentation (Walker, 2011, p. 157). The first point is planning and organization. Walker (2011) tells us Steven Jobs of Apple Computer is successful at oral presentations because he “understands the channel and treats a presentation as an event” (p. 158). I have never thought about presentations in this way, but it makes sense.

When planning a presentation the speaker must keep the presentation simple, and create interest. To do this the spokesperson should use stories that relate to the topic. The speaker should not use boring words, but use words that are spirited so the listener does not lose interest (Walker, 2011, p. 159).

While planning the speaker must select a proper structure to delivery their message. According to Walker (2011), there are six forms of structure: Old information before the new, chronology, spatially, from general to particular, by problem and solution, by cause and effect, and by comparison and contrast (Walker, 2011, p. 159).

The second point in developing and presenting a good presentation is “developing the presentation” (Walker, 2011, p. 170). This point involves creating a beginning, middle, and ending to the presentation. The beginning tells the audience the objective of the presentation, stresses what the audience will learn after the presentation, and will invite the audience to ask the presenter questions (Walker, 2011, p. 162).

According to Walker (2011), the middle of a presentation must “connect the dots” (p. 163). This means having a flow to the presentation that is easy to follow so that the audience does not have to think to understand the presentation.

The end of a presentation is the summary. It is considered important to have a good ending because it is the last thing the audience will hear, and most likely to remember. Walker (2010, p. 164) states that “in some persuasive situations, it may also be appropriate to conclude with a call to action.” I believe every ending should include a call to action. A call to action could be to visit a website, or email me for more information.

To “connect the dots” (Walker, 2011, p. 163) the presenter must let their audience know what is coming next, and then tell them. This is called forecasting. The presenter must use transitions that take the audience from one topic to another. Transitioning is relating individual topics of the presentation to the overall message (Walker, 2011, p. 163).

The third point to consider when developing a presentation is the creation, or use of visual aids. Graphs, graphics, tables, handouts, video, audio, and PowerPoint’s can speak volumes about the presenter. The more professional the visual aids, the more professional the speaker will appear (Walker, 2011, p. 164-170).

The fourth main point in developing and presenting a good presentation is to practice the presentation. Practice allows the speaker to know the subject, improve on articulation, and develop body movement (Walker, 2011, p. 170-173).

The fifth and final point in developing and presenting a good presentation is giving the presentation. This includes dressing appropriately, and to be prepared for “questions-and-answers" after the presentation (Walker, 2011, p. 175). Walker (2011, p. 176) writes about “reducing presentation anxiety." I will add that the speaker must understand they will have anxiety, and it is normal. I believe if the speaker accepts this fact, the fear they feel while giving their presentation will help avoid paralysis.
Walker, R. (2011). Strategic Management Communication for Leaders. (2nd ed.). Mason, OH: South-Western Cengage Learning.

Leading with Limited or No Direct Authority

How do we lead with limited or no direct authority? Ferraro (p. 6) states the "personal effectiveness" (emotional intelligence), project management skills, and intuition are major factors that help people lead.

Ferraro (p. 8) tells us one way a project manager can overcome a lack of direct authority is to create a favorable environment for "customers and team members." He states a way to create a positive environment is to ask "How can I help?" Helping everyone involved on a project does not require direct authority. Ferraro states people want help. I suggest by helping others you build what Stephen Covey calls an emotional bank account. You build an "I owe you" feeling towards the project manage. This account can be used later one when the PM needs assistance because of their lack of the direct authority.

Ferraro (p. 9) states that a project manager cannot wait for clear authority, and must change the corporate culture to support project managers. I try to change the culture of those involved in my project first, and then lobby my sponsors for direct authority.

A project leader must use developed soft skills, and values to "effectively unit a lead a group of people over whom they have minimal authority ( (Ferraro, p 101). A project manager must not only use their skills with their project team but customers as well.

Morgan and Youngdahl, (p. 5) support the need for project managers to leader using soft skills by saying projects must be lead by leaders who have "an ability to influence and motivate without formal authority." Youngdahl and Moran's model of leading global projects (p. 6) list three elements a project manager must be able to bring to their projects for their project to be successful.

• "The ability to influence without authority across cultures and functions."

• "The ability to create project value and strategic alignment."

• "The ability to develop and share the project vision."

A project leader must serve the wants, and needs of others (Ferraro, p. 114). Ferraro (p. 112) state's project managers must not think of themselves as managers, which implies direct authority, but must think of themselves as leaders, and embrace the fact they will have limited or no direct authority. So step back, observe your environment, and find a way to get the job done.

Ferraro, J. (2008). The Strategic Project Leader. Mastering Service-Based Project Leadership. Boca Raton: FL. Taylor & Francis Group.