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Project managers, executive stakeholders, program managers, anyone with a PMP credential
Pretty much every project manager has encountered a project where the scope got out of hand and caused the project manager to have one of those difficult discussions with the customer or senior manager. Ouch! Once scope has creeped, there is little or nothing you can do to get the budget back in line. And if you spend a lot of time trying to gain control again, you usually spend more time and money adding to the already over budget project.
Scope creep can happen so easily. All it takes is one person to be “nice” and agree to something that wasn't initially promised, or somebody making a mistake that delivered something that wasn't required or necessary. Now you've set a precedence on the project.
This month, in our theory session on June 10th, we will look at the Work Breakdown Structure, or WBS and the WBS dictionary. We'll discuss its importance to managing scope and strategies to use this tool to gain an understanding of the project scope. One of the most frequently asked questions by our students is, “how detailed should we make our WBS”? We will answer this question and more. As a result of this session, attendees will have an opportunity to submit their WBS documents to our panel of experts.
- Explore your options when the scope has creeped on your project
- Discuss the importance of the Work Breakdown Structure (WBS)
- Leverage the WBS during project execution