ABSTRACT
Introduction The focus of this chapter is on managing the project scope while changes throughout the project occur. The role of a steering committee is to select, control, and allocate resources (Redesigning project management 2002). Decision gates and project management boards are set-up to help manage and guide the scope change process. Project control tends to be connected to the type of leadership style that is outcome-oriented (Barber and Warn 2005). This means that the style tends to be affiliated with a proactive leadership who understands the big picture, anticipates events, and is focused on preventing problems. Such leaders are a natural fit with successful monitoring and control of changes to the project. PMs are responsible for successful delivery of completed projects which is achieved through both hard and soft skills and demonstration of flexibility and competency (Bourne and Waker 2004). Box and Platts (2005) suggest that technical skills alone are not enough to be a PM since good leadership, political skill, and change management capability is also necessary for success. Guidroz et al. (2010) further suggest that a project is successful through different strategies for implementing change within organizations or in this case, projects. There are many keys to success. Having clear expectations is one key which in projects requires having a clear process for integrating change. Another key is to have a well thought-out communication plan which applies in this chapter to communicating the change process and changes implemented to stakeholders. Closely monitoring the task status throughout the life cycle is another key to success.
