A study of the project scope management process in Nedbank retail

Goosen, D. G. (2001-12)

Thesis (MBA)--Stellenbosch University, 2001.

Thesis

ENGLISH ABSTRACT: The objective of this study project is to investigate the scope management process within Nedbank's retail division. The scope definition provides a starting point for all future planning and tasks in a project. It defines all the work required, and only the work required, to successfully complete the set objectives of the project. Although this aspect of project management is crucial, many organisations fail to complete projects on time and within budget, due to bad management of the project's scope. A literature study was undertaken to determine a scope process, reasons why scope management fails, and those aspects that are of importance when defining the scope. These aspects were identified as follows: • Scope definition. • Setting of objectives. • Client relationship. • Stakeholder relationship. • Scope change management. • Risk. • Norms and standards. • Project requirements. Information from the literature study was used to develop a questionnaire to analyse the opinions of project members. These results were used to identify the gap between the perceptions of the project members and the ideal situation. The quantitative analysis identified the following as areas of concern: • Not all tasks needed to complete the project are identified. • Changes in the objective of the project, after the project scope was defined. • There is no process to deal with scope change. • There is a lack of using norms and standards when managing and planning the scope of the project. The study is concluded with recommendations to ensure that all future project plans comply with the identified process.

AFRIKAANSE OPSOMMING: Die doelwit van hierdie studie is om die projek omvangs proses binne Nedbank se kleinhandels divisie te ondersoek. Die definisie van die projek omvang is die begin punt van alle toekomstige beplanning en take van 'n projek. Projek omvang word gedefinieer as al die werk benodig, en slegs die werk benodig, om 'n projek suksesvol te voltooi. Alhoewel hierdie aspek van projekbestuur as van kardinale belang beskou word, is daar vele organisasies wat steeds projekte laat voltooi en begrotings oorskry, weens die swak bestuur van projek omvang. 'n Omvattende literatuurstudie is voltooi om 'n omvang formulerings proses te identifiseer, redes hoekom organisasies faal met die proses, en aspekte te bepaal wat van belang is om te verseker dat organisasies suksesvol is met die definiëring van die projek omvang. Hierdie aspekte is soos volg: • Projekdefinisie. • Projekdoelwit. • Kliëntverhoudings. • Verhoudings met belangegroepe. • Die bestuur van veranderings in die projek omvang en definisie. • Projekrisiko. • Norme en standaarde. • Projekvereistes. 'n Vraelys, gegrond op die literatuurstudie, is opgestel om die persepsies van projeklede te meet teenoor die ideale situasie. Die kwantitatiewe analise het die volgende aspekte geidentifiseer as areas waaraan aandag gegee moet word: • 'n Volledige lys van take om die projek te voltooi word nie geidentifiseer nie. • Te veel verandering in die doelwit van die projek nadat die omvang reeds bepaal is. • Geen proses om enige verandering in die projek se omvang te bestuur nie. • Norme en standaarde word nie gebruik met die beplanning en bestuur van die projek omvang nie. Die studie word afgesluit met aanbevelings om te verseker dat toekomstige projekte aan die geidentifiseerde proses voldoen.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/52145
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