Hello, Deasún Ó Conchúir from Scatterwork with an anecdote from the book Overview of the PMBOK Guide and this time, it’s to do with brainstorming and scope management. Scope says what is in a project, what work do we need to do? If that’s not very visible, then we can get pushed off track or the scope can change without anyone really noticing and then of course, it’s harder to deliver and then people are disappointed and so on, so management of scope is rather important and in particular, acceptance of the scope.
The anecdote here is that I was consulting on an international project where a new work package was being started. This could have been documented privately and then passed to the project manager for feedback. The disadvantage would have been too little acceptance. When we had the solution, the core project team was at the end of a planning meeting and ten minutes were left before some of the participants had to take taxis to the airport.
Using Post-it notes, forty or fifty ideas of what needed to be done were collected in less than five minutes and after they went away, they were documented. Because the team had participated in the brainstorming, the result was accepted by the core team without question. I think if we had put the same list together and emailed it out, it wouldn’t even have been read. Thank you.
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