I am managing frequent changes in project scope - how to do this correctly? Is it possible to avoid frequent change requests in the project as it requires extra work to prepare a CR analysis, effort estimation, acceptance criteria, and project steering group approval?
The unclear or only high-level described scope for the project often results in unaccepted deliverables, not keeping the project schedule, and cost overflow.
Managing a change in project scope starts with defining project acceptance criteria. During the creation of project detail WBS, the project manager should not only define resources but as well assign to WBS milestones clear deliverables and acceptance criteria. If a discrepancy between the scope defined in the project contract and reality is detected during this planning phase, it's best to handle it as soon as possible. Follow the simple rule: the later the CR comes, the more it usually costs.