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Never Gonna Give You Up, Never Gonna Let You Go
Cost overruns are an all too common phenomenon with information technology (IT) projects. A myriad of causes are to blame: scope creep, improper budgeting, and

scope creep  project. Changing requirements and scope creep played a big role, but certainly human factors also contributed to the enormously extended timeline. So this is the postmortem of a failed software deployment project. But all was not lost, as the client actually persevered and was very satisfied with the end result. Read More

Discrete Manufacturing (ERP)
The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as or...
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Documents related to » scope creep


Yet Another Branding Debacle (This Time, It's ERP for Services)
Organizations providing billable services to their clients can benefit from an enterprise resource planning solution. But what makes ERP for services different

scope creep  categories addresses the broad scope of activities essential to the production of various types of goods and the processes involved in getting them to the buyer. However, it may not be clear to many users (or more importantly, potential users) how the name ERP for services relates to the scope of this solution’s functionality. So how do you know if ERP for services is your ticket to managing your resource needs? And what functionalities do fall under the rubric of ERP for services ? And, if your Read More
Project Management Communication: Developing a Plan (Part 2 Of 3)
Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have

scope creep  project is to avert scope creep and instead, focus only on the elements agreed upon in the WBS document. A project’s activities are indicated in the WBS. Issues not related to the current tasks—that use up resources for irrelevant activity—can be dealt with in another phase of a project. If an activity is not in the WBS, then resources should not be assigned to it. The PM is responsible for managing the WBS. Read More
5 Best Practices for Ensuring a Smooth Software Implementation
You’ve gone through months (possibly years of preparation) and now you’re down to the final stages of your software implementation project. No matter how

scope creep  Practice #4 : Preventing Scope Creep •    Best Practice #5 : Negotiating Additional Products or Services Software Implementation Best Practice #1: Proper Planning Make sure that your implementation plan includes specific deliverables for each milestone, a clear definition of the scope of each step, and contingency plans that you can put into action should the schedule begin to slip. Remember, your implementation plan must extend beyond the go-live date. As the organization continues to change, the Read More
Software Selection: A Third Alternative Part Two: Seller's Perspective and the Third Alternative
Failed projects do not bode well for the vendor. It can cause their sales cycle costs only to rise even more and their reputation to suffer or, at least, become

scope creep  followed by the dreadful scope creep to make up for perceived lost functionality. Furthermore, this type of situation, where little documentation is available, makes it difficult for even the most experienced consultants to step in, save the day, and constructively assist the client in making proper software and technology decision. Failed projects do not bode well for the vendor. Their sales cycle costs can only rise even more and their reputation can suffer or, at least, become suspect. Surely, the Read More
Should Your Software Selection Process Have a Proof of Concept? Part One: Structures and the Selection Process
This article explores how the proof of concept (POC) fits into the software selection process, when a POC should be undertaken, structural variables, and the

scope creep  expectations by documenting the scope of the project, then performing a more detailed estimation of effort required to deliver the project. Lack of ownership Ownership by management and staff of the decisions made in the initial phases of the project is crucial for the overall success of the project. The evaluation process tends to be managed by a core project team to limit the impact on the business and ensure the process is not paralysed. The POC builds the perception amongst line management and Read More
Requirements Definition For Package Implementations
How do you go about defining the requirements of large package systems, particularly those with the all-encompassing scope of ERP, EAM, and CRM software, and

scope creep   Read More
How Supply Chain Projects Morph Into Black Holes
For all but a few astronomers, black holes are unknown in the realm of ordinary experience. Analogs do exist, however, in the more terrestrial domain of

scope creep  later release, causing severe scope creep. Best practices that might have prevented the problems Where project scope spans multiple business functions, a phased implementation approach can be used to reduce the complexity of the project. Lessons learned in the early phases can often be applied to succeeding phases. Project scope should be decided at the outset and adhered to throughout the implementation. New requirements that arise during the implementation should be prioritized and only the must-have Read More
PDM vs. PLM: A Matrix View
Two recent blog posts by Oleg Shilovitsky (PDM vs. PLM: A Data Perspective and PDM vs. PLM: A Process Perspective) got me wondering about what a true product

scope creep  perfectly though) to the scope of functionality—the more functionality, the more parties involved. You can take a look at the request for proposal (RFP) template of PLM and PDM (free samples available following the links: PLM RFP Template , PDM for Discrete Industries RFP Template , and PDM for Process Industries RFP Template ) to have an idea of the difference in functionality between PLM and PDM. 2. Degree of integration with other systems Mainly concentrating on information in the product domain, a Read More
Managing the Extended Enterprise for Profitable Growth: Integrated Operations and Resources across the Enterprise
Due to the wide range of size, scope, and complexity within the extended enterprise, different units often have different functional requirements for the

scope creep  wide range of size, scope, and complexity within the extended enterprise, different units often have different functional requirements for the business management software they use. The different demands can become a barrier to future growth, profitability, and agility. So how do you coordinate resources and activities to get everybody on the same page within an extended enterprise? Read More
Too Hard to Adopt PLM? Find Ways to Make It Easier
Product lifecycle management (PLM) systems are too complicated, too expensive, and take too long to implement. That’s what I said last month in a blog post

scope creep  Realistically define the project scope The life cycle perspective has made PLM a complicated system with so many functionality modules that perhaps no single organization has ever implemented all of them. It is true that the full potential of PLM can’t be achieved unless you can manage the entire life cycle of a product. However, to early adopters, I think the 80-20 rule might be applicable here—the crucial 20 percent of the PLM functionality may bring you 80 percent of the benefits of adopting PLM Read More
The Underbelly of Software Project Management Tools
Project management tools for software development should include a broad range of functionality. Project teams must be able to estimate the scope and duration

scope creep  change (requirements stability and scope creep) metrics. Unfortunately the above classes of software project management tools, which account for 99% of the market, do not provide all these. About the Author: Murali Chemuturi is a Fellow of Indian Institution of Industrial Engineering and a Senior Member of Computer society of India. He is a veteran of software development industry and is presently leading Chemuturi Consultants, which provides consultancy in software process quality and training. He can Read More
Array BioPharma Selects Junction Solutions and Microsoft Dynamics AX ERP
Junction Solutions adds leading biopharmaceutical company to its life sciences base. Get the details in P.J.'s post.

scope creep  patients with cancer. The scope of the Dynamics AX enterprise resource planning (ERP) project includes implementation of accounting, financials, sales order management, procurement, enterprise portal, and human resources (HR), among other applications.   Junction Solutions offers life sciences companies integrated ERP add-on solutions that include tracking lot properties, while optimizing and improving other business processes such as batch production runs, sales, inventory control, purchasing, quality Read More
PDM vs. PLM: A Matrix View
Two recent blog posts by Oleg Shilovitsky (PDM vs. PLM: A Data Perspective and PDM vs. PLM: A Process Perspective) got me wondering about what a true product

scope creep  perfectly though) to the scope of functionality—the more functionality, the more parties involved. You can take a look at the request for proposal (RFP) template of PLM and PDM (free samples available following the links: PLM RFP Template , PDM for Discrete Industries RFP Template , and PDM for Process Industries RFP Template ) to have an idea of the difference in functionality between PLM and PDM. 2. Degree of integration with other systems Mainly concentrating on information in the product domain, a Read More

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