Table of Contents 1.0
2.0
Introduction
1
1.1
Problem Statement
2
1.2
Aim
4
1.3
Objectives
4
Research Bod
!
2.1
Introduction to Sco"e #ana$ement
!
2.2
%ollectin$ Resources Re&uirement
'
2.3
(or) Brea)do*n Structure +(BS,
-
2.4
%ontrollin$ Sco"e %ree"
2.!
Sco"e mana$ement in %onstruction Project
11
2.'
Project /ailures and elas in %onstruction Industr
13
2.-
#inimiin$ sco"e cree" in %onstruction Industr
14
3.0
#ethodolo$
1!
4.0
%onclusion
1'
!.0
Re Recommendation
1'
'.0
Reerence
1
Title
Scope Sco pe Man Managem agement ent in Pro Projec jectt Man Manage agemen ment: t: Can effe effectiv ctive e pro projec jectt scope management planning and controlling reduce project delays and failures in Construction Industry?
1.
Introduction
he overall subject e5"ress about sco"e mana$ement and related )e eatures. his research aims to reduce "roject delas and ailures "rovidin$ better sco"e mana$ement "lan and controllin$ the sco"e *ith ade&uate a""ortionment o res"onsibilit durin$ "roject "rocessin$. Project sco"e mana$ement that is com"lete documentation o *or) "rocedure *hich necessar to e5"ose *ithin deinite time and bud$et +#onna""a6 2014,. he research *ill address the belo* &uestions7 •
(h sco"e mana$ement is an im"ortant role in "roject mana$ement8
•
(hat are the )e actors o sco"e mana$ement in order to reduce "roject delas and ailures8
•
9
:o* can eecti ctive sco"e mana$ement enhance nce "roject resu esult in
construction industr8 his research is or$anied *ith sco"e mana$ement *hich is one o the )e actor in "roject mana$ement trian$le also vital issue in "roject success and ailure. he main structures are sco"e "lannin$6 controllin$ and monitorin$. his search *ill describe about "rojec "rojectt delas delas and ailur ailures es *ith *ith "rovid "rovidin$ in$ "oor "oor sco"e sco"e mana$e mana$emen mentt and contro controll in construction industr. industr. Sco"e #ana$emen #ana$ement6 t6 Project delas and ailures6 ailures6 Sco"e Sco"e "lannin$ "lannin$ and !ey "ords: "ords: Sco"e controllin$.
1;Pa$e
1.1 1.1 Prob Proble lem m Stat Statem emen entt Sco"in$ the "roject is the "rocess b *hich need to "roduce the *or) rame*or) that have been identiied and described in suicient details to acilitate the im"lementation o the "roject. It $ives the "roject team to understand *hat needs to be done at the same time6 hel" the team in establishment o mana$ement control sstems that can be a""lied durin$ the e5ecution o the "roject. It can aect the result o the "roject +/a$eha6 2014,. %urrentl6 most o the "roject are started e5ecution *ith "lannin$ the o"erative sco"e and $atherin$ essential "ro"erties and ollo*in$ the baseline o sco"e rame*or) to reduce "roject ailures. Project mana$ers are e5"eriencin$ about construction "roject time and total total constructi construction on "roject "roject ailure related related to the numbers numbers o reasons but one o the core )e reason is deicient o sco"e mana$ement "lan +#A "rojects6 "rojects6 2014,. Sco"e mana$ement and controllin$ is the im"erative "rocess to all "rojects in ever indust industr r and *ith *ith "rovid "rovidin$ in$ better better sco"e sco"e can anal anale e indivi individua duall ste" ste" and necess necessit it resourc resources es o the the "rojec "roject. t. Ater Ater that that mainta maintaini inin$ n$ and contro controlli llin$ n$ sco"e sco"e basel baseline ine *ill *ill e5ecute and it *ill lead to realie *hat is in or out o "roject.
2;Pa$e
his research mainl describes about "roject sco"e mana$ement and eectiveness eectiveness o its im"ort im"ortant ant eatu eatures res *hich *hich inlue inluence nce on "rojec "rojectt delas delas and ailu ailures res.. he he method method or handlin$ the "rocesses o "roject varies u"on dierent )inds o "roject mana$ement cate$ories. he researcher su$$ests that controllin$ to be balanced in ever sides o "roject mana$ement trian$le is mostl de"ends on mana$in$ sco"e o *hole "roject. As As "roject sco"e is overall demonstrated *or) structure6 the relevant "erormance and accom"lishment o entire "roject can be measured *ith the com"arison on a""roved sco"e "lan. his *a o "roject controllin$ "reers to enhance "roject result. he vital acts o sco"e mana$ement such as matchin$ *ith sco"e baseline u"on individual role o job rom "roject team members and consideration o critical "ath on "roject com"le5it are the *as *as to over overco come me the the bett better er resu result lt in "roj "rojec ectt "roc "roces essi sin$ n$.. <5ec <5ecut utio ion n o sco" sco"e e mana$ement in construction industries and construction "roject controllin$ "rocess are mainl mainl descri described bed articl articles es o this this resear research. ch. %onstr %onstruct uction ion "rojec "rojectt mana$e mana$ers6 rs6 "rojec "rojectt mana$ement $rou"s6 main sta)eholders li)e Board o irectors +BO, and "roject team members are the tar$eted audiences or this research.
3;Pa$e
1.# $im he researcher aims about ull understandin$ o )e eatures in sco"e mana$ement. And also6 analin$ and controllin$ sco"e mana$ement or reducin$ "roject delas and ailures.
1.% &bjectiv tives he main objectives o research are mention as ollo*7 •
o realie the im"ortance and useulness o sco"e mana$ement in "roject to control the "erormance and result o "roject b achievin$ the "roject success.
•
o analse the )e actors o sco"e mana$ement mana$ement or "rovidin$ "rovidin$ better sco"e mana mana$e $eme ment nt and and cont contro roll to reta retain in "roj "rojec ectt $oal $oals s as *ell *ell as cust custom omer ers= s= satisactions.
•
o evalua evaluate te better better "roces "rocessin sin$ $ measur measureme ement nt sstem sstem o "rojec "rojectt relati relatin$ n$ to sco"e baseline and analsis on sco"e chan$es to reduce "roject delas and ailures in construction industries.
4;Pa$e
#.
'esearc( )o )ody
#.1 Introd Introduct uction ion to Scop Scope e Manag Manageme ement nt Sco"e is the area reers to all the *or) involved in creatin$ "roducts o "rojects and "rocesses used in its creation. It includes necessar "rocedure to ensure that the "roject includes all re&uired business "rocesses6 and all e&ui"ment re&uired to successull com"lete the "roject *or). +>ainendrau)umar6 201!, he he
eat eatures ures o sco" sco"e e
mana mana$e $eme men nt
are to
cate$ ate$or ori ie e mai main job job mod modules ules66
accom"lishments and necessities. And also "rovide s"eciic a""raisin$ time6 cost and essential "ro"erties. On the other hand6 the sco"e o a "roject is easier mana$in$ o evaluation on "roject "erormance and com"onents +?otto6 2013,. Re$ardin$ Re$ardin$ to the above statements6 statements6 sco"e can deine deine as brie *or) lo* structure o a "roject. I so6 the *a *e $enerate and control sco"e is vital issue because o this is *hat customers customers +Sta)ehol +Sta)eholders6 ders6 com"an=s com"an=s BOs, can sim"l sim"l reco$nie reco$nie on the "roject "roject "rocessin$. /i$ure 1 "resents that the overall structure o "roject sco"e mana$ement *hich includes the t*o main "arts o "roject. Project "lannin$ "ortion involves sectors li)e collect re&uirements such as necessar resources6 deine sco"e and %reate (BS. In "roject monitorin$ and control "ortion6 veriin$ sco"e and controllin$ sco"e are the t*o sectors that e5ecute to measure the "roject "ro$ress and "rocessin$.
!;Pa$e
/i$ure 17 /eatures o Project Sco"e #ana$ement +%handana6 2013,
#.# Collec Collectin ting g 'esour 'esources ces 'e*u 'e*uire ireme ment nt %ollectin$ the necessar re&uirement inormation means that describin$ the necessities o resour resources ces in "rojec "rojectt to achiev achieve e the tar$et tar$et.. Re&uir Re&uireme ements nts alto$e alto$eth ther er should should be collected at the be$innin$ because it overcomes more cost eective in ma)in$ chan$es *hile the "roject "rocessin$. Inormation that evaluatin$ rom the "roject sco"e "lan6 "roj "rojec ectt char charte terr is also also core core "oin "ointt or or $ath $ather erin in$ $ reso resour urce ces s +@e* +@e*to ton6 n6 201! 201!,. ,. he he documentation cate$or contains about the re&uirements related to business6 relevant techno technolo$ lo$ 6 sta)eh sta)ehold olders ers== desire desire66 critic critical al soluti solution6 on6 &ualit &ualit o "roduc "roductt and "rojec "rojectt o"eration. Ater Ater $atherin$ and $ettin$ a""roval rom sta)eholders6 "roject mana$er need to construct a "roject charter *hich is ull descri"tion o a "roject such as ris)s +critical "ath,6 hi$h level o re&uirements. +han6 200',. /i$ure 2 mentions that the "rocess o $atherin$ re&uirements or the "roject. Initiall6 Initiall6 the desire o main sta)eholders must be $athered and these acts *ill be assessed and documented b "roject mana$ers and mana$e to meet the "roject objectives as *ell as customers= satisaction. satisaction.
';Pa$e
Collect Requirement Process
Stakeholders’ desire
Documented
Managed
To To meet project project Objecties Assessed Obi
/i$ure 27 Processin$ o collect re&uirement +@e*ton6 201!,
#.% "or+ "or+ )rea )rea+do +do,n ,n Stru Structu cture re -")S -")S (BS *hich is one o most essential "ortion o sco"e mana$ement means the oundation "rocedure o "roject "rocessin$6 "erormin$ and analin$. In (BS6 all the s"eciic job must be described6 assessed6 "lanned and accounted. In addition6 the basic need or achievin$ the objectives o the technical *or) that is )no*n as sco"e baseline also involve in (BS +.S e"artment o
"roject to "rocess better. 1.0
1.2
1.3
1.4
1.2.1
1.3.1
1.4.1
1.2.2
1.3.2
1.4.2
1.2.3
1.5
1.4.3
Sam"le o *or) brea)do*n structure +(BS, +Pinto6 2010,
;Pa$e
#./ #./ Contr Control olli ling ng Sco Scope pe Cre Creep ep Sco"e cree" is the chan$in$ sco"e to "resent more additional re&uirements that is not contain in the be$innin$ o "roject "lan *ithin the unchan$ed time border or "roject deli delive ver r.. (ith (ithou outt var varin in$ $ an sche schedu dule le or cost cost in "roj "rojec ect6 t6 chan chan$e $es s in sco" sco"e e can can overcome hu$e "roblem to be successul in "roject +:ussain6 2012,. Sco"e cree" is cate$oried such as business sco"e cree" and technolo$ sco"e cree". Business sco"e cree" is caused due to continuous chan$es in mar)et trends that are alread s"eciied. Some cases such as I "roduct invention6 client cannot state *hat the actuall *ant in the be$innin$ o "roject. It is also tou$h in describin$ or business users to identi *hether the need ne* eatures or not *hen the ne* "roduct is accom"lished. Sco"e cree" "roduced in technolo$ical issues can be cate$oried as custo customer mer "leasi "leasin$ n$ *hich *hich means means ollo* ollo*in$ in$ alon$ alon$ the *a to custom customers ers== need need and technical technical $oldC"latin$ $oldC"latin$ that is overCs)il overCs)illin$ lin$ and creatin$ creatin$ unnecessar unnecessar eatures eatures o the "roduct +Suresh6 200!,. Sco" Sco"e e cree cree" " most mostl l caus caused ed b the the act acts s such such as lac) lac) o chec chec)i )in$ n$ in reso resour urce ces6 s6 ne$lec ne$lectin tin$ $ consum consumer=s er=s re&uir re&uireme ement6 nt6 underv undervalu alue e the the dii diicul cult t o the "rojec "roject6 t6 "oor "oor mana$ement in controllin$ chan$es6 addin$ ne* values *hich or $atherin$ consumers= contentment +niversit Alliance6 201',. <5"lorin$ o hi$her sco"e cree" can eect on "roject total cost and tar$eted deadline schedule.
;Pa$e
#ost "rojects ail and dela because o cannot eectivel control on sco"e cree". An e5am"le o "roject ailure due to sco"e cree" is /BI=s virtual case ile "roject ailure. his "roject "roject ailure caused b "ercent o overCrunnin overCrunnin$ $ cash +over D200#, and ha""ened bet*een 2001 E 200!. he "roject contains three main "arts and ater runnin$ t*o "arts6 mana$ement oicer ound that there is hu$e over costin$ o "roject. It ta)es 3 ears to accom"lish these t*o "arts and the tar$eted objective still not meet et ater runnin$ 4 ears. Project is eliminated at this sta$e *hen the inal ste" is "lannin$ to continue. he result result o ailu ailure re is due to sli" sli" in sco"e sco"e baseli baseline ne com"ar com"arin$ in$ *ith s"eci s"eciic ic cost cost and schedule. Ater runnin$ "roject or a cou"le o ears6 there is lac) o tas)s and hi$her cost to inalie the "roject is the si$n o sco"e cree" e5istin$ in it. his "roject is assi$ned as one o e5am"le o sco"e cree" caused b "oor mana$ement +Strate$ic PP#6 2010,. Accordin$ to ailure o this "roject6 the insuicient insuicient inormation and communication re&uired *ithin a "roject leadin$ to the *a to overcome sco"e cree" *hich can totall eliminate the runnin$ "rocess. In case o ailure in this "roject6 "roject mana$ers need to consider that *hether "roject sco"e includes eatures li)e rules and re$ulation o "roject i it is related to $overnment or$aniation and evaluatin$ overall bac) u" "lans or rescuin$ the "roject to continue in "rocessin$.
o minimie the sco"e cree"6 irstl need to chec) out the current sco"e "lan and anale *hether the sco"e meets its baseline "rocedure and s"eciic tar$eted timeline. I the "roject stills *ithin its s"eciic scheduled "lan6 it still can use as "roject objective. And6 the status o the "roject need to be u"dated continuousl because o bein$ the most core "art in trac)in$ the "erormance o "roject. (hen there is a chan$e in sco"e6 "roject mana$ers are res"onsible or re"roduce "roject "lan such as reschedule the sco"e baseline and need to discuss that amon$ the "roject team. And6 "roject "roject mana$ers need to $enerate re&uired documents or sco"e chan$es in "ro$ress and describe them or collectin$ a$reement rom sta)eholders +:arned6 2014,. Sco"e cree" is li)e a terrible 10 ; P a $ e
issue or solve and need to control this not smooth enou$h to "roject mana$ers. But6 there is man *as or reducin$ sco"e cree" re$ardin$ to the e5"erience and "ersonal s)ill o "roject mana$er.
#.0 Scope Scope manage managemen mentt in Constru Constructi ction on Projec Projectt @ormall6 @ormall6 three main actors in a "roject is bud$et6 schedule and sco"e. he core subject or accom"lishin$ "roject is controllin$ "roject sco"e chan$es and the *a to maintain these eect o chan$es such as hi$her ris) on sco"e cree". %onstruction "rojects are disre"utable or overCrun cost and de"rived communication "rocedures and insuicient controls on the mana$ement in chan$in$ sco"e. It is im"ortant that the "roject mana$er in construction "roject to ta)e a "ositive tactic to the a""roved tar$et +?uerin6 2012,. hereore6 the mana$ement on sco"e control and sco"e cree" is the vital issue or "roject mana$er to be challen$eable one. Accordin$ to @ahod6 #.#. +2012,6 chan$es in sco"e and *or)in$ "rocedure in construction industr are caused b the ollo*in$ acts such as7 •
%han$es re&uest rom investors resulted b e5tra reno*ned re&uirements or "roject.
•
ninished inormation o documents in "roject.
•
echnolo chnolo$ $ chan$e chan$es s result resulted ed b "oor "oor techn technolo olo$ $ desi$n desi$n obtain obtainabi abilit lit in mar)et"lace.
•
Poor availabilit o construction materials resulted b hi$her mar)et demand.
•
%han$e %han$es s re&ues re&uestt rom rom contra contracto ctorr or $ettin $ettin$ $ more more "roi "roitt *ithin *ithin suitab suitable le schedule.
•
Readjustment in "roject desi$n *ith dierent rules.
Re$ardin$ to the above statement6 "roject mana$ers in construction industr need to ull ull estimate estimate about the availabilit availabilit o resources6 resources6 main com"le5it com"le5it "art +critical +critical "ath, o entire "roject and standard &ualit or desi$n to "revent additional sco"e chan$es. 11 ; P a $ e
12 ; P a $ e
#. Project Project 2ailur 2ailures es and 3elays 3elays in Constructi Construction on Indust Industry ry One o *ellC)no*n e5am"le o "roject dela in construction is Sdne O"era :ouse construction "roject. he construction desi$n is created b architect rom enmar) *ho *on architecture com"etition made b @e* South (ales ?overnment in 1!-. he construction "roject *hich *as initiall "lanned or 4 ears and estimated bud$et about AS D- million. his "roject actuall too) 14 ears to accom"lish and bud$eted AS D102 million. he main reason o "roject dela in this construction "roject *as no s"eciic schedule and baseline. he )e )e sta)eholders *ere architects6 structural en$ineers. he coCo"erated each other in constructin$ the buildin$.
#.4 Minimi5i Minimi5ing ng scope scope creep in Constr Constructio uction n Industry Industry Accordin$ to Bur$er6 construction "roject mana$ers= res"onsibilit to minimie sco"e cree" cree" is that that ull ull reali realiati ation on u"on u"on "rojec "roject= t=s s object objective ive.. "roduc "roduce e com"le com"lete te instru instructe cted d estimation and create eective eective construction "roject "lan +Bur$er6 201!,. 13 ; P a $ e
o minimie the sco"e cree"6 construction "roject mana$ers must have to $et better commun communica icati tion on amon$ amon$ the sta)eh sta)ehold olders ers such such as desi$n desi$ners ers66 contra contracto ctors rs and subC subC contra contract ctors ors.. And And also6 also6 "rojec "rojectt mana$e mana$ers rs need need to "rovid "rovide e contra contract ct "a"er "a"er *ith *ith ull ull inormat inormation ion and re&uired re&uired documents documents or resources resources or achievin$ achievin$ clients= satisact satisaction ion +Famont62013,. %onstruction "rojects are mostl ail b lac) o mana$ement s)ills u"on in$redients included in *hole "roject sco"e.
14 ; P a $ e
%.
Met(odology
In this research6 researcher *ill describe as objective t"e o ontolo$ or $ettin$ the deini deinite te soluti solution on on the *a o ee eecti ctiven veness ess about about sco"e sco"e mana$e mana$emen mentt usa$e usa$e on "rojects. #oreover6 the "ositivism method o research "hiloso"h also *ill use based on the acts o $ettin$ the accurate details u"on controllin$ the sco"e mana$ement in e5ecutin$ "rocess o "roject *or) lo*. /or the research a""roach6 deductive a""roach *ill e5ecute on this research "a"er. /urthermore6 the researcher *ill "erorm *ith mi5ed method *hich is both &ualitative and &uantitative &uantitative method. he researcher *ill irstl "re"are the list o &uestions or im"rovin$ sco"e sco"e mana$e mana$emen mentt contro controll due to anal anale e the the vie*" vie*"oin ointt and attitu attitude de o tar$et tar$eted ed audien audiences ces.. As or the "rimar "rimar data data collec collectio tion6 n6 the resear research ch *ill *ill "re"ar "re"are e or as)in$ as)in$ &uestionnaires to "roject mana$ers and main sta)eholders in construction industries such as BOs to retain the im"ortance o "roject sco"e mana$ement. #oreover6 the secondar sources li)e boo)s6 journals6 *ebsite articles and academic "a"ers *ill be the secondar data collection or documentation o the *a ho* sco"e mana$ement better e5ecutin$ in "rojects.
/.
Conclusion
In this research6 the researcher mainl describes about the im"ortance and useulness o sco"e sco"e mana$e mana$emen mentt in "rojec "rojectt "rocess "rocessin$ in$.. Re$ard Re$ardin$ in$ to above above liter literat ature ure revie* revie*66 "roblems result *ithout ollo*in$ the baseline and *as to control sco"e chan$es are ull discussin$ as *ell. B usin$ eective monitor and control o "roject sco"e6 the result o "roject can enhance to better solution. Sco"e mana$ement is the mana$ement o constraints in *hole "roject "rocessin$ structure and it is the major reason or its relative contents time and cost. Project ailure and success is mainl decided due to this three "arts o "roject lie ccle. hereore6 the *a that "roject mana$ers create and control sco"e is most vital issue or *hole "roject "erormance and result. 1! ; P a $ e
0.
'ecommendation
he researcher su$$ests that "rojects in construction industries is re&uired to reduce delas and ailures b controllin$ and monitorin$ the sco"e and sco"e chan$es *hich is the main actors o sco"e mana$ement to achieve the "roject success. his research mainl describes u"on ho* the sco"e mana$ement is im"ortant in the role o "roject and ho* the sco"e actors rel on "roject dela b eectin$ the "roject on "erormance6 cost and schedule. hereore6 the researcher eels that the core element o "roject is not onl de"end on the sco"e o the "roject but also need to consider in controllin$ o "roject sco"e cree".
1' ; P a $ e
. •
'eference Bur$er6 R. +201!, 3 Ways to Prevent Scope Creep During a Construction Project GonlineH GonlineH 24 /ebruar /ebruar 201!. available available rom htt"7JJ htt"7JJblo$. blo$.ca"t ca"terra.c erra.comJ"r omJ"revent eventCC sco"eCcree"CconstructionC"rojectJK sco"eCcree"CconstructionC"roj ectJK G30 A"ril 201'H
•
%han %handa dana na.. +201 +2013, 3, Proj Projec ectt Scop Scope e Mana Manage geme ment nt – Proc Proces ess s Grou Groups ps:: PMP PMP Certi Certific ficati ation on
Traini raining ng
GonlineH
2-
>anuar
2013.
Available
rom
htt"7JJ***. htt"7JJ***.sim"lilearn.comJ sim"lilearn.comJ"rojectCsco"eCmana$eme "rojectCsco"eCmana$ementCarticleK ntCarticleK G22 A"ril 201'H
•
/a$eha6 . #.6 and Aibinu6 A. A. +2014, LPrioritisin$ Project Sco"e einition
an" an"
#uil #uil"i "ing ng GOnlineH
14
+3,6
1C33.
available
rom
htt"7JJsearch.inormit.co htt"7JJsearch.inormit.com.auJdocumentSum m.auJdocumentSummarMdnN'024233!-2241 marMdnN'024233!-22410MresNI
•
?otto6 ?otto6 >. +2013, +2013, $o% to "efine t&e scope of a project GonlineH GonlineH 2 Au$ust 2013. available rom htt"7JJ***. htt"7JJ***.totallcommuni totallcommunications.comJl cations.comJlatestJho*CtoCde atestJho*CtoCdeineCtheC ineCtheC sco"eCoCaC"rojectJK G3 #a 201'H
•
?uer ?ueriin6 #. . +201 +2012, 2, Project Project Managemen Managementt in Construct Construction ion 'n"ustry 'n"ustry GonlineH available
rom
htt"7JJ"rojectm$mt.brandei htt"7JJ"rojectm$mt.brandeis.eduJdo*nloadsJ s.eduJdo*nloadsJBR#S#PP BR#S#PP(P#ar2012%onst (P#ar2012%onst ructionIndustr."dK G12 A"ril 201'H
•
:arned6 B.
+2014,
Gonl Gonlin ineH eH avai availa labl ble e
rom rom
htt"7JJ htt"7JJteam team$antt $antt.com .comJ$ui J$uideCto deCtoC"roj C"rojectCm ectCmana$e ana$ement mentJtam Jtamin$Cs in$Csco"eC co"eCcree"J cree"JK K
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Taming ing
T&e T&e
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Creep reep
A"ril 201'H
•
:ussain6 O. +2012, Lirect %ost o Sco"e %ree" in ?overnmental %onstruction 1- ; P a $ e
Projects in atar= Glo(al ournal of Management an" #usiness )esearc& GonlineH 12 +14,. available available rom htt"s7J htt"s7JJ$lo J$lobalj baljourna ournals.o ls.or$J? r$J?>#BR >#BRQo Qolume1 lume12J-C 2J-Cirect irectCC %ostCoCSco"eC%ree"CinC?overnmental."d %ostCoCSco"eC%ree"CinC? overnmental."dK K G22 A"ril 201'H
•
>ainendrau)umar6 .. +201!, LProject Sco"e #ana$ement in P#BO ma)e eas= PM
Wor Worl" Gonl Gonlin ineH eH
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avai availa labl ble e
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