Vehicle Maintenance Facility Case Study
The project scope of the vehicle maintenance facility is an integral part of the project management process. In the vehicle maintenance facility project, the defined features and functions of the project are called project scope. The fixed‐scope arrangement is also quite visible. The most important thing is to collect information regarding the product or output features, which can meet the requirements of all key stakeholders. In short, the project scope is what a project can offer to its stakeholders in the end. Of course, it is a part of the project planning process, and any change in the project scope will cause a change in the project schedule.
The changes to the project scope by altering initial site work can create an impact on the project schedule. For Instance, installing storm drains is a critical step, and any change in the installation project will affect scheduling. Changing the project scope means the management aims to change the features and functions of the project, which is to be derived at the end to meet the requirements or needs of stakeholders. Consequently, any change in the project scope will require a change in schedule due to several planning phases. The project manager will have to streamline more input and execution in the planning and implementation process, and of course, it can take extra time. Interestingly, time can also be reduced to different planning and execution activities because any change in the project scope may also lead to fewer features or functions. Hence, it can be asserted that the project schedule can be varied in different circumstances, and sequentially, it can create an impact on project outcomes (Moustafaev, 2014).
Promptly, the role of the project manager is in the spotlight in this regard. For Instance, the project manager has to communicate these variances to all key stakeholders, which are included in the initial site work, foundation, structure, interior service bays, and project closeout. Some communication traits and skills are to be kept in the mind when communicating these variances. First, the project manager has to identify different stakeholders which are related to this project management process. Sometimes, the project manager has to select some stakeholders to streamline these variances to shape their behavior and intentions. Analyzing the stakeholders in terms of interest, intentions, and attitudes are critical to identify relevant stakeholders and communicate the differences accordingly. The next step for the project manager is to define the purpose or communication objective. Of course, project management will be intending to communicate the possible change. Shaping the stakeholder’s behavior and attitudes by creating urgency is the right approach, which can magnify the perceptibility of effective communication. When aiming to communicate these variances due to changes in the project scope, time and delivery are critical elements, as far as the impact on stakeholders is concerned. Typically, the communication process fails due to imperfect timing and delivery of information. Consequently, when communicating with stakeholders to discuss variances, the project manager must consider an appropriate time. The right information at the right time to project stakeholders is critical, which can justify the change in scope and schedule. Eventually, the project manager has to measure the effectiveness of the communication process. The project manager must evaluate the impact of the communication process with stakeholders. The most important thing is to convey these changes in the schedule and scope at the right time to sustain their contributions (Ying & Pheng, 2013).
References
Moustafaev, J. (2014). Project Scope Management: A Practical Guide to Requirements for Engineering, Product, Construction, IT and Enterprise Projects (1 ed.). CRC Press.
Ying, Z., & Pheng, L. S. (2013). Project Communication Management in Complex Environments (1 ed.). Springer Science & Business Media.
