Projects can, and frequently do, become unmanageable. There are a number of reasons for this, as discussed previously. The key is to understand these reasons, to anticipate their possibilities (or probabilities) of occurrence, and to take appropriate measures, during the earliest stages of the defining of the project scope and the construction of a plan to achieve the project's target objectives to both : 1 ) implement measures [right at the outset] to prevent them from happening, and 2 ) allow for adverse contingencies (such as delays, budget issues and any departure (i.e., variance) from the "trajectory" of the plan in the initial client expectation management process . Both of these are crucial to avoiding unmanageable projects and dissatisfied clients. Each plays a role. In quick retrospect, some of the central reasons projects become unmanageable (as discussed in Part 1) included: Project Scope Creep ; Individual Scope Creep ; Poor communications, monitoring and ...
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