You're facing scope creep in process design. How can you balance agility with project control?

Scope by definition is an ART, ability to understand its extent requires mastering the art of knowing the potential omissions / unknowns in any given scenario, wisdom and apprenticeship are great tools to harness the variables in their extent and sequence in which to orchestrate a desirable outcome

When you identify scope creep (Considering the scope is documented to refer, share and track), understand the change request, tag it to the business objectives, analyze it's impact on resources, cost and schedule and measure the value drive. Communicate the findings / analysis with both stake holders and the scrum teams.

Balancing agility with project control while dealing with scope creep in process design requires a thoughtful approach. Here are some strategies to help you manage this challenge: 1. Define Clear Objectives and Scope 2. Establish Change Control Procedures 3. Prioritize Flexibility 4. Maintain a Backlog Use Incremental Delivery 5. Engage Stakeholders Regularly 6. Monitor and Control Scope 7. Set Up a Change Management Team 8. Document Everything 9. Educate and Train the Team Remember by implementing these strategies, you can maintain a balance between being agile and controlling the project scope, ensuring that you deliver the desired outcomes while accommodating necessary changes.

One thing I've always found to be important is to differentiate between which parts of the project are user requirements, which are basic necessities and which are pure wants. Execute the basic necessities well as they will form the foundation for future projects. Tick (don't exceed expectations) for all the check boxes for your user requirements (even if you need to compromise on other things). Finally, start working on the pure wants only after the first two have been fulfilled and you have excess funding or resources.

Once i was given a newer task of opening a new geographic region for distribution of surgical items. i identified various parties,and then vetted each of them and offered the distribution.we started with first order by pushing them hard. they complied. I got busy in other regions.After six-eight months,i got a complaint from the distributor that he items are not moving and need to be returned.basically it happened as the sales team kept the distributor not disclose the matter tome directly and the matter lingered on for quite long,when the sales team were questioned , they could not give a satisfactory response, and the national manager reshuffled the team to get the desired results.

Although agility is great, identify a time point in your project as some key decision points and freeze parts of your project. A project with too many variables create wastage and divides focus.

sometimes things are overlooked because one lets the subordinate learn from the experience and get polished, a leader always sets the example by creating real life scenarios, and i love the feel when that happens then i keep on correcting the team accordingly till the desired results are achieved. That's real Mentorship.

N?o se iluda de que os processos ser?o desenhados da forma como ficou planejado no PPT do kick off do projeto. Se você preza pelo seu trabalho, você certamente vai querer ir além do que foi previsto. Mas isso pode ser uma armadilha perigosa. é importante que o trabalho n?o fique incompleto, mas se você levar mais de 10% do tempo total previsto para o projeto fazendo o adicional, é importante avisar o patrocinador. Mas n?o avise depois de percorrer os 10%: planeje e avise antes. A comunica??o constante facilita a identifica??o de possíveis ajustes necessários e ajuda a manter todos os envolvidos informados.

Considero útil el seguimiento de indicadores de control de los parámetros claves de la actividad. Estar atentos a los efectos de los cambios introducidos en los procesos.