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Control of Construction Project Scope

Publication No
SD-6
Type
Academic Document
Publication Date
Mar 01, 1986
Pages
108
Research Team
RT-006d
DOCUMENT DETAILS
Abstract
Key Findings
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Abstract

The Business Roundtable Report A-6 stated that “Poor scope definition at the time of budgeting ranks as the highest impact item that causes projects to run over budget. Loss of scope control during design ranks second in impact.” (Business Roundtable, 1982) A recent doctoral dissertation (Smith, 1983) reported that construction industry officials considered lack of scope definition to be the most serious problem on construction projects. Therefore the first goal of this report is to explore the major problems caused by inadequate scope definition. For each problem area identified, the report will answer three questions:

  1. What is the problem, and why is it a problem?
  2. How does poor scope definition contribute to the problem?
  3. What can industry members do to control or reduce this problem?

Equally important to the impacts of poor scope definition are the causes of poor scope definition. The fact that inadequate scope definition causes problems on projects is well recognized, yet projects are still undertaken in this manner. Assuming there are circumstances which preclude full scoping of projects, the report will show a systematic framework for the decision on the level of project definition to be provided.

Blanket recommendations of company procedures, applying to all firms, cannot be made in a report of this nature. Rather, the report attempts to identify the factors, and impacts of the factors to be considered in making procedural decisions. It is the intent of this report to stimulate thought by decision-makers on how they can reduce the problems caused by poor scope definition.

Key Findings

Given that poor scope definition can have significant negative impact to projects and that market pressure often precludes adequate scope definition, some ways of controlling scope throughout the project duration include (SD-6, p. 77):

  1. Improve the quality of early cost estimates and employ risk analysis techniques to identify the potential range of outcomes
  2. Utilize work breakdown structures
  3. Utilize computer aided design to estimate bulk quantities
  4. Make designers responsible for quantities generated
  5. Require estimators to document basis of estimate
  6. Utilize modern computer equipment and software
The research conducted a survey of general and project managers to determine reasons for project overruns resulting on the chart shown below. Interestingly, project managers see themselves in a reactive management role, having been handed the project, well planned or not. The senior managers understandably look at the proactive management role. (SD-6, p. 19)
Filters & Tags
Research Topic
Cost/Schedule Change
Keywords
change management, work breakdown structure, project scope definition, cost estimating, change impacts, bulk material estimate, change control, loss of momentum, disruption of work, worker productivity, dilution of supervision, extended overhead, loss of worker efficiency, impact of multiple changes, disturbed work, rt6