Scope creep can be defined as “the natural tendency of the
client, as well as project team members, to try to improve the project’s output
as the project progresses” (Portny, Mantel, Meredith, Shafer, & Sutton,
2008, p. 346). This could be something as simple as doing a home improvement
project in an old house. A specific project may be planned such as fixing a
leaking toilet which expands to new flooring and painting the room. That has
happened to me. Old houses always involve more work than one originally plans
for.
However, I want to discuss a project I was assigned at work.
I obtained my Associate in Applied Science in Computer Programming while working
in the Intensive Care Unit. Although we had our facility web page, nursing
service decided they wanted to have their own and I was chosen to create it. It
started out as a simple FrontPage single site for mainly policies, procedures,
and resources. However, once I got the page up and running, several other specialty
areas started requesting pages that would link from it, and several people
wanted other things added to the main page. I tried to evaluate them to make
sure they were appropriate and used my own prioritizations. I eventually added
pages for wound care, nursing education, ethics, home-based primary care, and
pharmacy, and added several other things as requested.
If I had been the project manager I would have used a change
control system, which is defined as setting “up a well-controlled, formal
process whereby changes can be introduced and accomplished with as little
distress as possible” (Portny, et al., 2008, p. 346). All of the changes would
have been reviewed and determined how it would affect other tasks. I would have
the chief nurses in authority approve the changes and help determine the benefits
and disadvantages of additions being proposed as well as the priority of them.
In fact, I did later make sure the chief nurses were aware and approved
everything that was added.
References
Portny, S. E.,
Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer,
B.E. (2008). Project management:
Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley
& Sons, Inc.