Mark Donkersloot suggests that when you start a project you need to scope down the project and the agreed upon deliverables. As you progress, you must keep an impact analysis document on your scope changes. Many times, scope changes are being put before the board in small and separate changes and at the end you cannot speak of a successful project anymore, because the entire scope may be changed by then. By keeping these scope changes in one document, you can better address the total impact and inform the Board not only about one change, but the impact of the whole.
About the Contributor:
Mark Donkersloot lives in Belgium and is an Information- and process consultant and has lead multiple projects and teams during the last 20 years. Mark Donkersloot holds his own company where he supports companies in the complex world of information, process and project management. He studied Business IT & Management, followed by the Executive Master IT Governance and Assurance. His duo thesis about fail- and success factors in the Netherlands was created in cooperation with The Standish Group in Boston, under guidance of Professor dr. ing. Hans Mulder.