Issues with scope definition and control leading to scope creep and frequent cost overruns.
Recommendation on the implementation of four review gates to the company's Global Project Management process.
A leading industrial controls manufacturer and contractor was pleased with their new “Global Project Management” framework, but they felt there was something missing. In particular, they knew that scope definition and control was a problem, leading to scope creep and frequent cost overruns. They approached Procept to help them add review gates to their GPM process.
Procept researched the literature and recommended the implementation of four gates: one during a risk and opportunity review before the proposal is completed, one after contract award and upon completion of the project plan, one during execution, and one during the lessons learned exercise at project closure. The recommendation was adopted by the company.