Scope Creep

My school decided to introduce a new behavior program called P.B.I.S. The objective of the program was to decrease negative behavior and increase positive behavior. In order to monitor the behavior, a matrix had to be developed to identify the positive behaviors and the consequences of negative behaviors. A team was created to construct the program which included these behaviors as well as goals, rewards for the students, and recognition of staff members effectively using the program.  Portny, Mantel, Meredith, Shafer, Sutton, and Kramer (2008) defines scope creep as the natural tendency of the client as well as project team members to try to improve the projects output as the project progresses.  The scope creep concerns that persistently occurred during the development of this program encompassed a meticulous comprehension of the project and the notable or inconsequential targets.  I begin to observe when we met, that a few team members were unable to focus on the program objectives. They would discuss information that was not relevant or completely lose focus on the intentions of the project. Numerous occasions, these team members had to be summoned to focus and the team leader developed an agenda. However, team members continued to squander and were demanded to stay on task. During meetings, some of the targets that were identified as inconsequential became the primary focus. The team leader struggled with trying to maintain order and focus for the meeting. I suggested dividing the tasks and permitting the team to work on those selected tasks in these small sub groups. The team was divided into smaller subgroups and given specific targets. Once the teams were divided and tasks allocated, meetings seem to progress and we were able to observe the development of the project.  Reflecting on this project, the team leader was provided with information from other counties that used this program. I feel that if the team leader had discussed the project with other leaders and compiled information on the advantages and disadvantages. This information would be beneficial to the team in order to assist in combating some of the problems of the project that might occur during its development. Furthermore, this information would be instrumental in constructing of the program.

Reference

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