Quels sont les moyens efficaces de gérer la dérive de la portée et de respecter les délais ?

Da forma que eu conduzo com os times é termos sempre em mente qual o planejamento estratégico da empresa e se o escopo definido está em linha com essa projeção, seja de curto, médio ou longo prazo. Uma vez isso alinhado, os times conduzem com os principais stakeholders a formalização das entregas. Além disso, qualquer novo item de escopo que venha ser trazido, temos que fazer uma análise sobre quais indicadores serão impactados a ponto de ser substituído (um item já contratado), ou qual(is) o(s) tradeoff poderão ser aplicados. Formalização e alinhamento estratégico são os principais pontos.

Keep the stakeholders aligned and finalize things in email, as reference, or create a relevant detailed document which helps all the stakeholder understand their part and how they're connected with others.

According to my experience, the most important for avoid avoid scope corruption is using project charter, which must approved for the sponsor. On the other hand, is important to define the framework that the project manager will be using, because agil methodologies can using scope corruption easily

The step of clearly defining and documenting the project scope is pivotal. To enhance this, consider iterative scope reviews, allowing for flexibility and adaptability within the project's framework. Additionally, incorporating a change management process helps in handling scope alterations systematically, ensuring they are aligned with the project's goals and resource capabilities. This approach not only establishes a solid foundation but also provides a structured mechanism to manage inevitable changes, maintaining focus on deadlines and deliverables

Create a communication Matrix, highlighted each stakeholder , their involvement and level of interest and influence they have on your project. Talk to them on emails or in person meetings especially at the start of the project. Let it be known to your sponsors and stakeholders the value of the project, the timeliness and the expected release of the MVP

Un mot: PREPARATION Souvent négligée à cause d'une pression forte pour démarrer au plus tôt, cette phase est cruciale pour tenir une feuille de route. Cette préparation doit définir les conditions de réussite du projet se basant sur une relation forte avec le client : - L'expression du besoin claire et donc comprise par tous, - l'analyse des risques incluant le client, - La gouvernance du projet définie en particulier sur la gestion des changements, - la planification de démonstration régulières, - les interdépendances jalonnées et pilotées par/pour toutes les parties prenantes, - l'adéquation charge capacité sans tension - Confiance et sentiment de sécurité de l'équipe grâce au leadership du chef de projet.

I agree important is to have a well defined scope of work that is fully aligned with all critical stakeholders. Once that is in place, any deviations from the scope will need to be discussed and aligned on with all stakeholders to avoid scope creep and timeline extensions.

A crucial element that greatly contributes to the success of our teams is the implementation of weekly meetings coupled with the utilization of advanced tools, such as Asana, for project management and collaboration. These regular meetings serve as a cornerstone, fostering communication and ensuring that every team member is engaged in the development process. Asana, being our chosen platform for project management, plays a pivotal role in maintaining focus, aligning our objectives, foreseeing potential barriers, and ultimately aiding us in meeting deadlines. Its intuitive features empower our team to streamline tasks, enhance coordination, and achieve a harmonious workflow, thereby elevating our overall project efficiency and success.

Every project manager is unique, strengthen/buy off scope with team on more to weaker agenda will lead to on time accomplishment. Risk review on scope is a must.

In addition to clearly defining and documenting your scope, as you've rightly pointed out, it's crucial to establish a process for handling scope changes. This is often overlooked in many projects. In my experience, even with a well-defined scope, changes are inevitable, especially in innovative projects where learning and adaptation are part of the journey. I suggest implementing a 'Change Control Process'. This process should include steps for evaluating the impact of proposed changes on project timelines, costs, and resources. Furthermore, periodic reviews of the project scope against actual progress can help in early identification of potential scope creep, allowing for timely corrective actions.

To add to this, I would emphasize the importance of continuous stakeholder engagement throughout this process. Stakeholders, especially end-users and clients, can provide invaluable insights that might adjust your prioritization. It's not uncommon for what seems urgent or valuable from an internal perspective to differ significantly from the user's point of view.

Depending on the ambiguity of the product or service in play, leverage the right framework. If there is more certainty and confidence in the team, use approaches including MoSCoW and RICE. If there is ambiguity, adopt the dual track of product discovery and delivery so that you achieve the right outcomes. Ensure it is the same team running both tracks in a parallel loop and not something that is handed over to the delivery team after months and months of research. Another approach is the opportunity solution tree by Teresa Torres which helps teams visualize the problems, identify the opportunities, and craft effective solutions. This enables teams to ship value quickly rather than focus on a laundry list of features with deadlines.

Applying JTBD principles, you can enhance this process by prioritizing features based on how well they fulfill the core 'jobs' your customers hire your product to do. This means identifying not just the value and urgency but also the relevance of each feature to the customer's desired outcomes. Integrating JTBD involves a deeper understanding of why customers use your product and what 'jobs' they are trying to accomplish. By aligning features with these 'jobs', you ensure that every feature adds real value from the customer's perspective, making your product more focused and effective. This approach not only streamlines the development process but also significantly increases customer satisfaction and product-market fit.

One key part is to divide the tasks according to the importancy and the urgency. Both of them are key to solve but in a different time schedule. Sometimes not prioritizing on this way let your tasks go far way from the real goal and real needs

Prioritising product features to me are guided by the simple phrase: Think about what a client need solved, listen to them and avoid over inclusion; remind yourself you cannot create features that serve everyone.

Todo o processo de priorização precisa passar por análise de indicadores que levarão a empresa a atingir seus resultados. Ouvir o cliente é fundamental, melhorar a eficiência operacional é o "novo cliente" para empresas de tecnologia, buscar upsell e cross-sell, atingir metas de receita/Ebitda, melhorar o engajamento/adoção das ferramentas e por ai vai. Buscar a satisfação do cliente, entender que ele tá atingindo os resultados esperados, gerenciar os resultados e indicadores são alguns dos direcionadores que contribuirão para priorizações.

While evaluating change requests, consider not only their immediate impact but also their potential to add long-term value or open up new opportunities for the product. Additionally, regular communication with stakeholders about why certain changes are accepted or rejected builds trust and understanding. This transparency helps in aligning everyone's expectations and fosters a culture where changes are seen as part of the journey towards an innovative and successful product, rather than disruptions to be avoided.

Para cada item contratado há de se conhecer bem os motivos de resultados esperados, e para cada item que seja novo ou alterado tem também que ser analisado o que traz de maior e melhor resultado, seja para o cliente no que tange experiência ou para empresa que buscar melhores resultados (entende-se receita e/ou eficiência). Processos de formalização tem que seguir e ser bem documentado, afim de evitar problemas de desalinhamentos e cobranças desnecessárias. Os stakeholders precisam estar a par e comprados com as mudanças.

OKRs have proven to be a useful tool for managing the content of agile product development processes. OKR stands for Objectives and Key Results, a framework for goal setting and performance measurement. The use of OKR offers several advantages in product development. First of all, clear goals (objectives) enable the development team to be focused. The defined Key Results provide concrete and measurable indicators of progress, enabling precise tracking and evaluation. By regularly updating the OKR, teams can react flexibly to changing requirements and continuously optimize the development process. Overall, OKR promotes transparency, collaboration and the alignment of all team members towards common goals.

Nós trabalhamos com placas eletrônicas universais para Ar Condicionados e direcionadores de vagas para estacionamentos, públicos muito diferentes no campo de venda, atendemos o diretores de grandes redes de Shoppings e supermercados a técnicos de refrigeração e climatização, ambos inteligentes e perspicazes em suas areas de atuação, aprendemos muito com cada um deles.

It's essential to view trade-offs not as compromises but as strategic decisions that align with the overall project goals. When faced with changes, a helpful approach is to conduct a 'benefit-cost' analysis. This involves assessing the additional value a change brings against the cost it incurs in terms of resources, time, and impact on other features. Also, consider the opportunity cost - what might be lost or delayed by accommodating this new change.

Regular review meetings are essential for targeted production of results. These meetings, which typically take place at short intervals of a maximum of 2-3 weeks, enable the development team to review progress against the defined OKR key results. By communicating during these reviews, challenges can be identified and addressed early to ensure the team stays on track. The meetings also provide the opportunity for ongoing feedback and enable adjustments to goals if necessary due to changing requirements or conditions. Overall, regular review meetings strengthen the agility and effectiveness of the product development process as part of OKR.

To my opinion managing scope creep and meeting deadlines can be best done by timeboxing with a "flexible" scope. Define an initial timebox where you're comfortable delivering the must-haves (see point 2). Your should-haves are the buffer for set-backs. Work on high risk features (e.g. external dependencies) early in the project to prevent delays. This allows us to work in an agile manner and gives our clients more control over timelines and budget.

The best products have just one thing it does really well. If you're adding another thing, you've diluted the value of the product. A third thing, and your product is going to fail.

In my experience, insuring that scrum teams understand what problem they are trying to solve is of utmost importance. Product can and should empower the team to architect the how in a way that solves the problem in a usable manner in the agreed upon time frame. Testing with users early and often is key to insuring the "how" is delivered on time with minimal scope creep.

One essential aspect often overlooked (just like in this article) is effective stakeholder communication. Regular and transparent communication with all parties involved can preempt many scope creep issues. This includes setting up routine check-ins and status updates to ensure everyone is on the same page. Additionally, fostering a team culture that encourages proactive problem identification and solution-oriented thinking can significantly aid in managing scope and meeting deadlines. This proactive approach can lead to early detection of potential issues, allowing for timely interventions.

Ao enfrentar mudanças no escopo, adote a mentalidade ágil e lembre-se que a flexibilidade é essencial para se adaptar às necessidades emergentes. Seja flexível, comunique-se ativamente com as partes envolvidas, e esteja preparado para ajustar estratégias sem comprometer a entrega no prazo.

Always keep the customer perspective in mind. This is your best tool to manage scope creep. Sometime project scope can change for the better, in that case document the change and make sure all stakeholders are aligned. As long as the scope creep is benefitting the end customer, it is ok and part of the product development process by the way.

For deep-tech or highly complex products I recommend to read a bit about project management in the area of systems engineering. In particular, a method called "System Footprint" helps to shape everyone's expectations and gather the crucial requirements very fast and efficiently.

A timebox flexible scope is a great way to manage scope creep. Other method is the ask for measurable outcome that is greater than the original scope could provide. If there is a solid factor which could improve original outcomes then the scope creep should be considered.