¿Cómo se puede gestionar la corrupción del alcance del proyecto durante las reuniones?

In meetings, clarity is key to tackling project scope creep. Start by clearly defining the meeting's purpose. Clearly state what needs discussion, what decisions must be made, and how it ties back to the project's scope. This sets the stage for focused conversations, steering participants away from unnecessary tangents. When everyone understands the meeting's goal, it becomes easier to identify and manage scope creep. So, be upfront and specific about why the meeting is happening, ensuring everyone is on the same page and moving in the right direction.

As the meeting owner you need to define a clear outcome expected from the meeting (the objective) and the steps to get there (the agenda). Make sure those are shared upfront in the meeting invite itself and ideally socialize parts of the content with the participants ahead of the meeting so they had the chance to come into the meeting with talking points and facilitate the achievement of the desired outcome. At the start of the meeting, make sure to give sufficient context on why this meeting was setup, the objective you want to achieve by end of it, the agenda you will cover and when do you expect each of the participants to contribute throughout that.

I handle meetings as follows: no meetings without an agenda. No meetings without a timekeeper. No meetings without a presentation with a red thread. No meetings without a moderator. This guarantees clear communication and efficient execution.

To manage project scope creep during meetings, establish clear project goals and requirements upfront. Use agenda setting and meeting facilitation techniques to stay focused on the defined scope. Regularly review and prioritize project tasks to ensure alignment with the scope. Document any proposed changes and evaluate their impact on the project before accepting them. Communicate consistently with stakeholders to manage expectations.

Prior to schedule an meeting ,clear on objectives of the meeting. Ensure to invite relevant people for the meeting to discuss on objectives. Manage meeting on time to discuss on scope of the objectives and document the meeting points & circulate to the relevant stakeholders.

Meetings are a project’s compass. They should not be scheduled without a clear purpose that aligns with the project’s objectives. The purpose, goals, and expected outcomes should be defined and shared in advance to guide the discussion, set expectations, and avoid off-topic detours. This ensures that every meeting is a step forward for the project.

To manage project scope creep during meetings, establish clear objectives and agenda items beforehand. During meetings, consistently refer back to the project scope and goals to keep discussions focused. When scope changes arise, assess their impact on the project timeline, budget, and resources, and discuss them openly with stakeholders. Prioritize changes based on their alignment with project objectives and feasibility. Document agreed-upon scope changes and update project documentation accordingly to maintain transparency and accountability.

During meetings, managing project scope creep involves maintaining a clear focus on predefined objectives and deliverables. Establishing and adhering to an agenda helps keep discussions on track and prevents unnecessary scope expansion. Actively monitor discussions, identifying any deviations from the agreed-upon scope, and gently redirecting the conversation back to the established goals. Encourage stakeholders to raise scope-related concerns and provide clarity on project boundaries to minimize the risk of scope creep. Regularly revisit the project scope and communicate any changes effectively to ensure alignment among team members.

Inviting the right people to project meetings is a crucial step in effectively managing project scope creep. Here's how I ensure to have the presence of key players: 1. List key stakeholders for informed decisions on scope changes. 2. Have decision-makers present for streamlined approvals. 3. Invite domain-specific SMEs to assess scope changes. 4. Include end user reps to align with requirements and prevent unnecessary changes. 5. Ensure project managers and team leads for context and effective communication about potential scope impacts.

Ensure key stakeholders, decision-makers, and team members are present. This way, everyone involved in the project can share insights, clarify expectations, and align goals. Having the right mix of expertise at the table helps prevent misunderstandings and keeps the project on track. Clear communication among the right people is like having a solid foundation, making it easier to manage scope changes effectively.

Ensure the involvement of relevant stakeholders such as project team members, sponsors, end-users, and key decision-makers. Comprehensive representation guarantees diverse perspectives, aligning decisions with organizational goals.

1-Clear Roles: Identify key stakeholders who are the decision-makers. Make sure they’re in the room. Why? Their presence keeps things on track. 2-Subject Matter Experts (SMEs): What about specialists? Invite relevant SMEs. How? Their insights shape scope decisions. 3-Cross-Functional Representation: Who should be there? Include people from different areas (like development, design, QA). Why? Get a full picture. 4-Project champions: Who champions the project? Engage them. Why? They keep us aligned with goals. 5-Talk Often: How? Set up communication channels. Regular updates prevent surprises!

Register the decisions and present them (continuously) to the project team and project governance. Accept to discuss the decision made in the past but remind stakeholders the case was already discussed and a decision was already agreed. Decisions log is fundamental, specialy the decisions taken verbally.

Since Covid a lot of meetings are done by Teams or other remote tools. Something I remark since then is that a lot of project managers invite everybody they can immagine because they are not limited anymore by the size of a meeting room. This results in a situation where the majority of people present are not at all interested by what is said and that others say something just to say something. My idea of a good meeting is max 4 people joining and if more are needed the PM should analise very critically who has an added value and who not.

In my experience, one effective strategy to manage meeting time is to prioritize agenda items based on their importance and urgency. This ensures that critical topics are discussed first, and less crucial matters can be addressed if time permits. Additionally, assigning time limits to agenda items can help keep discussions on track and prevent them from dragging on. Finally, it's important to regularly review and adjust the meeting agenda as needed to accommodate unexpected issues or changes in priorities.

Short and crisp. Meetings should not be longer than 45 minutes without a break. Bullet points and good preparation save valuable time! Guided meetings are more attractive.

Keep meetings short to prevent scope creep. Use time management techniques: 1-Parking Lot Method: When discussions veer off-topic during a meeting, jot down those ideas or questions on a virtual “parking lot.” Later, address them outside the meeting to avoid derailing the main agenda. 2-Timeboxing: Allocate fixed time blocks for each agenda item. When the timer runs out, move on. It prevents overindulgence in any one topic. 3-Action Items Tracker: Assign action items during the meeting and track them afterward. This ensures follow-through and accountability. 4-Decision Matrix: Use a matrix to evaluate and prioritize scope changes. Consider impact, effort, and urgency to make informed decisions.

To maintain efficiency, establish a clear agenda and adhere to a defined schedule. While allocating specific time for scope discussions, it's crucial not to deviate too far from the main meeting focus. Effective time management ensures productive discussions and well-informed decisions.

In my experience, I have been in countless overtime meetings where somebody has set the meeting but no concrete agenda. Plus these meetings had no clear next steps. In order to manage the meeting effectively, I use the following approach- 1. Set time and send agenda beforehand 2. Set specific time slots, if something needs more time, park it for later 3. Set dedicated meetings for topics with longer agenda 4. Always designate a person to take notes and manage time 5. Lastly send the meeting minutes after the call along with the time taken to discuss This enables the participants to see how much time they have spent on a topic and they will be mindful about unnecessary discussions on the topic.

This is an important one. Project meetings need to end with clear documentation of who has committed to what, when the commitments are due, what other next steps are required, and a clear and concise summary of what was actually decided. I have attended many meetings where there was much discussion but no clear decisions made, and stakeholders were left with different understandings of the outcome because there was no post-meeting documentation. I find it helpful when meetings meander without clear decisions to stop and ask, "Can someone clarify what we just decided here?," and "Is someone taking notes so we can all be on the same page on this topic?"

In my experience, it's beneficial to not only document decisions and actions but also to capture the rationale behind them. This helps provide context for future reference and clarifies the reasoning behind any scope changes. Additionally, highlighting the impact of these decisions on the project's overall goals and objectives can help stakeholders understand the importance of managing scope creep.

Documenting meeting results with the team is crucial for clarity, accountability, and progress tracking. It involves summarizing key discussions, decisions, action items, and next steps agreed upon during the meeting. This documentation ensures that everyone is on the same page regarding goals, responsibilities, and timelines. It serves as a reference point for future meetings, helping to monitor progress and evaluate outcomes.

Project scope is a living entity, evolving with each meeting. Post-meeting, it’s crucial to review and update scope-related documents to mirror the project’s current status and direction. This ensures alignment within the team. A formal change control process should be followed for scope changes, ensuring they are approved, rejected, or prioritized systematically and communicated effectively. This keeps the project on track and stakeholders informed.

Project scope is typically represented by deliverables or WBS if you will. So it is crucial that a project manager has a complete list of deliverables that can be used as a tool to manage the scope and avoid any changes. During the meeting, in fact in every progress meeting, the list must be shown as standard content of the meeting so that everyone is in the same page regarding the deliverables and will help us to avoid any scope changes. On top of that, I always suggest that an excellent project manager will review the consistency regarding the list of deliverables in the proposal and contract because sometimes there is small discrepancy that will result dispute.

Project scope keeps on changing with every meeting. Prioritization is imminent. The Scope document should be updated with each of these meetings with a clear mention of what was deprioritized and its impact. So that the stakeholders know the current direction of the project.

To manage project scope creep during meetings, establish clear meeting agendas and objectives beforehand to stay focused on the project scope. During discussions, actively monitor for any deviations from the agreed-upon scope and promptly address them by reminding participants of the project's goals and priorities. Encourage open communication and collaboration to identify any proposed changes early, assess their impact on the project scope, timeline, and resources, and make informed decisions about whether to incorporate them or defer them to future phases.

I'll put sprints and agile methods aside. I'd like to assume the project scope and thus the project work (resources, timing, deliverables), is agreed upon and approved. From there, you have a major problem with your team/plan/scope/timing if your project scope is evolving each time you conclude a meeting. If there is a change to the scope that has been part of the meeting, you need to focus on the scope change in the meeting potentially at the cost of the remaining items on the agenda. As the PM, you need to gather as much information as possible, during the meeting. You'll probably be the one taking the potential change forward to the sponsor and into the change process. Clarification in the face of potential scope creep is imperative.

Following discussions, rigorously review the project scope in light of decisions made. Assess the impacts of proposed changes on timelines, resources, and budget. Ensure that scope updates are officially documented and communicated to the entire project team.

- Define clear project scope before meetings - Set specific meeting objectives - Use a structured meeting agenda - Establish a formal scope change request process - Promptly identify and document proposed changes - Refer to project charter and scope statement - Involve key stakeholders in scope discussions - Regularly assess risks associated with scope changes - Conduct cost-benefit analysis for proposed changes - Document meeting decisions and distribute minutes - Include regular project status updates in meetings - Educate stakeholders on the impact of scope changes

- Define a clear and specific purpose for the meeting (multiple objectives can lead to zero results in the end, especially if the set objectives are not in synced properly). - A well-structured agenda is an essential tool to help time management, avoid digressions, and keep the meeting as clear and concise as possible - Reviews of what has been achieved during the meeting is also very important - Then above all, documentation at each stage cannot be overemphasized,

Tips from my experiences: 1. Make sure you have courage and boldness. Glory favors the brave! 2. Don't hesitate to say no. Even to those C-levels, directors, owners, because most often those are the layers which kept the biggest delusion in the whole organization. Please note the different between expectation and delusion. 3. Everything you learn from books will deteriorate when dealing with manipulative people. To test it is easy, show the content of the SOW or any requirement document, and they will still be dodging, pushing, or even intimidate you to put the new requirements they have, often asking it for free. Item number 1 will keep you in position, at least until they escalate the issue.

-Assess Impact: Assess the impact of proposed changes on project deliverables, timeline, budget, and resources in real-time. Discuss the potential consequences of accommodating scope creep and weigh them against the project's constraints and objectives. -Engage Stakeholders: Engage relevant stakeholders in the discussion to gather their input and perspective on proposed changes. Consider their viewpoints and assess the broader implications of scope creep on stakeholder expectations and project success.

Log all the "out of scope" line items identified during the meetings. Ensuring team that they will be picked up later basis priorities. And bringing the conversation back to the agenda of the meeting again and again.

Project scope creep is when the requirements or goals of a project change beyond what was originally agreed upon, without adjusting the schedule or budget accordingly. It can cause delays, cost overruns, and dissatisfaction among stakeholders. To manage project scope creep during meetings, some possible steps are: 1| Identify any issues or risks, and discuss any changes or feedback. 2| Offer alternatives or solutions, prioritizing the most important feature. 3| Communicate the impact of scope creep on the project, such as how it affects the timeline, the cost, and the quality of the deliverables. 4| Document and agree on the next steps after each meeting, and update the project plan and the scope statement accordingly.

It may not sound like much of a step, but after I review the agenda, I ask if there is anything anyone would like to add to the agenda. Let's try to get anything that is important enough for that person to bring up, out in the open now. Try to prioritize it into the agenda if you can. This topic then won't be a surprise and take the meeting off course. If not in this meeting, then at least you've recognized the topic and the value to the person who brought it forward, and you can put it into another meeting or perhaps an individual discussion. As well, I also start by asking the group if they are ok with me ensuring we finish the meeting on time. This gets their early support for when we start to wrap up about 10 minutes before the end.

Consider the risks associated with proposed scope changes and discuss strategies for mitigation. Maintain clear and open communication with all stakeholders to avoid misunderstandings and ensure ongoing alignment. Evaluate whether there are sufficient resources to accommodate proposed changes and determine if adjustments are needed in the team or timelines.