Dr.

Maha Syed
PROJECT MONITORING & CONTROL LECTURE 3
QUIZ & ASSIGNMENT REVIEW
THE PROJECT LIFECYCLE WITH MONITORING AND
CONTROLLING AS CRITICAL STAGES.

Project Control
LECTURE OVERVIEW
✓ Recap of Lecture 2
✓ Topics to be covered:
✓Tools for Monitoring
✓Techniques for Controlling
✓Scope Creep and its Impact
✓Change Management in Scope Monitoring
✓Scope Baseline and its Importance
✓Work Breakdown Structure (WBS) and its Role in
Monitoring
 EARNED VALUE MANAGEMENT
Earned Value is a method of calculating project
status. It does this from two perspectives: Time
(schedule) and Cost.
After applying the earned value method the project
manager will know whether the project is:
behind or ahead of schedule.
over or under budget.
PLANNED VALUE (PV)
Also known as Budgeted Cost of Work Scheduled (BCWS), Planned Value is the
amount of the task that is supposed to have been completed, in terms of the task
budget. It is calculated from the project budget.

PV = Percent Complete (planned) x Task Budget

For example, if it’s Feb. 12 today, and the task is supposed to last from Feb. 10 to
Feb. 20, it should be 20% complete. If the task budget is $10,000, PV = 20% x
$10,000 = $2,000.
EARNED VALUE (EV)
Also known as Budgeted Cost of Work Performed (BCWP), Earned Value is the
amount of the task that is actually completed. It is also calculated from the project
budget.

EV = Percent Complete (actual) x Task Budget

For example, if the actual percent complete is 25% and the task budget is $10,000,
EV = 25% x $10,000 = $2,500.
ACTUAL COST (AC)
Also known as Actual Cost of Work Performed (ACWP), Actual Cost is the actual to-
date cost of the task.

AC = Actual Cost of the Task

For example, if the actual cost is $3,500, AC = $3,500.
SCHEDULE VARIANCE (SV)

In this, the first output calculated in the earned value analysis, the project manager
obtains a value which tells you the amount that the task is ahead or behind schedule.

SV = EV – PV
If SV is negative, the task is behind schedule.
If SV is zero, the task is on schedule
If SV is positive, the task is ahead of schedule.
In our example, SV = $2,500 – $2,000 = $500. This task is ahead of schedule.
SCHEDULE PERFORMANCE INDEX (SPI)
The SPI, similar to the SV, also indicates ahead or behind schedule but gives
the project manager a sense of the relative amount of the variance. If you
told me your project had a $500 schedule variance, this would mean
drastically different things if your project was for building a backyard fence
versus constructing a high-rise building.
SPI = EV / PV
If SPI < 1, the task is behind schedule
If SPI = 1, the task is on schedule
If SPI > 1, the task is ahead of schedule
In our example, SPI = $2,500 / $2,000 = 1.25. Therefore, the task is 25%
ahead of schedule.
SV OR SPI?
❖ SV gives you a raw number in dollars (or other currency), but it doesn’t
provide context. The significance of SV depends on the overall scale
of the project.
❖ SPI helps normalize this by giving you a ratio that indicates efficiency.
It tells you the extent of the variance relative to the project size,
giving a better sense of how far ahead or behind the project is.
❖ This is why SPI is often more informative than SV alone.
COST VARIANCE (CV)
Similar to the schedule variance, the Cost Variance tells the project manager how far
the task is over or under budget.

CV = EV – AC
If CV is negative, the task is over budget
If CV is zero, the project is on budget
If CV is positive, the project is under budget
In our example, CV = $2,500 – $3,500 = -$1,000. The task is over budget. Note
that the task can be ahead of schedule but over budget. Too much money has been
spent compared to the amount of work that is currently complete.
COST PERFORMANCE INDEX (CPI)
The CPI, similar to the CV, also indicates over or under budget but gives the
project manager a sense of the relative amount of the variance.

CPI = EV / AC
If CPI < 1, the task is over budget
If CPI = 1, the task is on budget
If CPI > 1, the task is under budget
In our example, CPI = $2,500 / $3,500 = 0.71. Therefore, the task is 29%
over budget.
BUDGET AT COMPLETION (BAC)

This one is easy. It is simply the total project budget, which is the aggregate of all of
the task budgets.

BAC = Project Budget

In our example, if we assume the project has just that one task, BAC = $10,000.
 ESTIMATE AT COMPLETION (EAC)
EAC helps project managers estimate the final cost of a project based on current performance.
Since projects can deviate for different reasons, there are multiple ways to adjust the estimate
depending on the circumstances.
1. EAC = BAC / CPI
•When to use: Use this formula when you believe that the current cost performance (Cost
Performance Index, CPI) will continue for the rest of the project. This assumes that the same
factors causing your current cost variance will persist moving forward.
•Formula:

•Why this method: This method extrapolates the project's future performance based entirely on
the current efficiency. If your project is currently underperforming and you think this trend will
continue, you use this formula to adjust the EAC accordingly.
 ESTIMATE AT COMPLETION (EAC)
2. EAC = AC + (BAC – EV)
•When to use: Use this when the variance is temporary or caused by an event that is not
expected to continue. Once this event is resolved, you expect the project to go back to the
original plan.
•Formula:

•Why this method: This formula assumes the issue that caused the current cost variance (e.g.,
snowstorm, supply delay) is resolved, and the project will get back on track. Essentially, you just
add the actual cost so far (AC) to the remaining budget (BAC – EV).
 ESTIMATE AT COMPLETION (EAC)
3. EAC = AC + [(BAC – EV) / (CPI x SPI)]
•When to use: Use this formula when you believe that both cost and schedule performance are
likely to impact the future performance of the project. It assumes that your project’s future cost
performance will be influenced by both cost inefficiency (CPI) and delays (SPI).
•Formula:

•Explanation:
• This combines both cost (CPI) and schedule (SPI) performance to account for the fact that the project might be
behind schedule and over budget.

•Why this method: This hybrid approach is more cautious. It accounts for the fact that not only are
you over or under-spending, but you're also ahead or behind schedule, which will further affect
future costs.
 ESTIMATE AT COMPLETION (EAC)
4. EAC = AC + ETC
•When to use: Use this formula when the original assumptions were wrong, and you need to re-
estimate the remaining work completely. This is used when there has been a significant change in
scope or when unforeseen factors require a revised estimate for completion.
•Formula:

•Explanation:
• ETC (Estimate to Complete): The new estimate for the cost required to complete the remaining work.

•Why this method: Sometimes the situation has changed so drastically that previous cost or
schedule estimates are no longer relevant. This formula allows you to start fresh by adding the
actual cost to a completely new estimate for the remaining work.
 SUMMARY OF DIFFERENCES
•BAC / CPI: Use when the current performance (CPI) is expected to continue for the rest of the
project.
•AC + (BAC – EV): Use when the variance is caused by a temporary issue, and performance will
return to normal.
•AC + [(BAC – EV) / (CPI x SPI)]: Use when both cost and schedule performance will impact the
remainder of the project.
•AC + ETC: Use when the project has significantly changed or initial assumptions were wrong,
requiring a fresh estimate.
Each method offers a different perspective based on how you expect the project to perform
moving forward. The choice of which formula to use depends on whether the issues causing the
variance are ongoing or temporary, and whether cost or schedule performance (or both) will
affect future performance.
 ESTIMATE TO COMPLETE (ETC)
This value tells the project manager how much money must be spent from this point
forward, to complete the project. Sometimes the project assumptions have changed
and a new estimate must be produced instead of old performance metrics assumed.
•The project is expected to continue with the same performance in the future as the
past.
ETC = EAC – AC
•The past project performance cannot be expected to continue. A new estimate is
required.
ETC = new estimate
 VARIANCE AT COMPLETION (VAC)
This value tells the project manager the forecasted cost variance (CV) at the completion
of the project. It is the extrapolation of the current project status, using the EAC method
chosen.
VAC = BAC – EAC
•If VAC is negative, you need that much more money to complete the project.
•If VAC is positive, you will finish the project with that much of a surplus.
In our example, VAC = $10,000 – $11,000 = -$1,000. You will need an additional
$1,000 to complete the project.
 TO COMPLETE PERFORMANCE INDEX (TCPI)
This value tells the project manager what CPI would be necessary to finish the
project on budget. It gives an indication of how much efficiency needs to be found
in the remainder of the project to make up for past negative variances.
If the project is required to finish within the original budget:
TCPI = (BAC – EV) / (BAC – AC)
If the project budget is flexible to accommodate the past variance:
TCPI = (BAC – EV) / (EAC – AC)
In our example, let’s assume there is no new money. The original budget is fixed
and the project must make up the current negative cost variance. TCPI =
($10,000 – $2,500) / ($10,000 – $3,500) = 1.15. This means the project needs to
find 15% efficiencies for the remainder to finish on budget.
SUMMARY
SUMMARY
SUMMARY
LEADING VS LAGGING INDICATORS
Leading Indicators Lagging Indicators
Definition Leading indicators are predictive Lagging indicators measure the outcomes or
measures. They signal future results after the fact. They reflect past
performance and are used to performance and help assess whether the
anticipate potential issues or project met its goals.
successes in the project before
they occur.
Timing Predict future performance Measure past performance
Proactive/Rea Proactive: Allow for course
Proactive: Allow for course correction
ctive correction
Anticipate issues and adjust
Usage Evaluate project success or failure
before they occur
Examples PV, SV, SPI, EAC, ETC, TCPI EV, CV, CPI, VAC
BREAK
INTRODUCTION TO MONITORING
TOOLS
INTRODUCTION TO MONITORING TOOLS
Tracking project progress in real-time is crucial to ensure timely completion
and avoid potential risks or pitfalls that could jeopardize the project's
success.

•Definition: Project Monitoring Tools help in tracking project status,

identifying potential bottlenecks, and keeping the project aligned with its
goals.
•Purpose: These tools provide real-time insights into resource allocation,
timelines, budgets, and task progress.
•Impact: Efficient use of monitoring tools prevents delays, budget overruns,
and mismanagement by offering a clear, continuous view of project
performance.
MONITORING TOOLS
A variety of tools can assist in effectively monitoring projects. Each offers unique features to
help track progress, manage resources, and forecast potential issues.
1.Gantt Charts (e.g., Microsoft Project, Smartsheet):
A Gantt chart is a popular project management tool that aids in planning and scheduling
projects of all sizes. It provides a visual representation of the project’s timeline and assists
project managers, stakeholders, and team members in understanding:
•A project’s roadmap
•Task progress
•Key milestones
•Work dependencies
•Resources required
•Risks involved, and much more
GANTT CHARTS
A Gantt chart, like most charts, has two axes. The horizontal axis represents
the timeline for all project tasks. On the other hand, the vertical axis lists the
activities or tasks that must be completed to finish the project.
STEP BY STEP GUIDELINE
Step 1: List Your Project Tasks
•Write down all the tasks involved in your project. Be as specific as possible and break them
down into smaller steps if needed.
•Sequence your tasks, identifying dependencies (which tasks must be completed before others
can begin).
Step 2: Determine the Time Frame
•Decide on the total duration of the project. This could be in days, weeks, or months.
•For each task, estimate how long it will take to complete.
STEP BY STEP GUIDELINE
Step 3: Prepare Your Paper Layout
•Draw two axes:
• Horizontal axis (X-axis): Represent time. Break it down into the appropriate increments (days,
weeks, months, etc.).
• Vertical axis (Y-axis): Represent the tasks. Write down each task from your list on the left side
of the paper.

Step 4: Create Time Bars

•Mark the start and end dates of each task along the time axis.
•For each task, draw a horizontal bar to represent the time it will take. The length of the bar
corresponds to the task duration.
STEP BY STEP GUIDELINE
Step 5: Indicate Dependencies
•Use arrows to show dependencies between tasks (e.g., if Task A must finish before Task B can
start).
•This helps visualize which tasks rely on others and where delays might impact the timeline.
Step 6: Label Milestones
•Identify any key milestones or critical deadlines.
•Mark them on your timeline with symbols like diamonds or stars to differentiate them from
regular tasks.
STEP BY STEP GUIDELINE
Step 7: Review and Adjust
•Review the chart for any adjustments. Make sure that the time estimates align with the project’s
actual expectations and constraints.
•You can add color coding for task categories, team members responsible, or priority levels.
Step 8: Track Progress
•As the project progresses, use your Gantt chart to monitor the status.
•Update the chart by shading or adding notes to reflect completed tasks.
EXAMPLE
DASHBOARDS (E.G., MONDAY.COM, JIRA):
•Provides a real-time overview of project health, budget, and task completion.
•Aggregates data from multiple sources for quick decision-making.
•Customizable views for different stakeholders (executive-level vs. team-level details).
KANBAN BOARDS (E.G., TRELLO, ASANA):
•Helps teams visualize workflow and task progress.
•Real-time updates on task status (e.g., To Do, In Progress, Completed).
•Simple, drag-and-drop interface to update project tasks.
IMPORTANCE OF REAL-TIME TRACKING

•Quick Response to Issues: Real-time data allows for immediate

action when delays, resource shortages, or other challenges arise.
•Transparency: Stakeholders can monitor the project's progress and
performance, ensuring everyone is aligned with the project's goals.
•Risk Mitigation: By constantly tracking key performance indicators
(KPIs), potential problems can be identified and addressed before they
escalate.
•Enhanced Collaboration: Teams can communicate better and update
each other instantly on task completion or changes in priorities.
SCOPE CREEP
WHAT IS SCOPE CREEP?
•Definition: Scope Creep refers to uncontrolled changes or
continuous growth in a project’s scope after it begins,
without corresponding changes to time, cost, or resources.
•Occurs when new features or tasks are added beyond the
original project scope.
 TWO TYPES OF SCOPE CREEP
1. Business/Feature Creep
•Definition: Occurs when stakeholders or customers continuously add new features or
business requirements to the project beyond what was originally agreed upon.
Characteristics:
•Often driven by client demands or stakeholder influence.
•Can lead to unapproved additional work, extending timelines and budgets.
Example:
•A website project where additional pages and functionalities are requested after
development has begun, leading to increased development time and costs.
Impact:
•Increases project complexity.
•Risks overloading the project team.
 TWO TYPES OF SCOPE CREEP
2. Technical Creep
•Definition: This happens when the technical team or developers make changes to the project’s
technical scope, such as adding new technologies or features, without consulting with stakeholders.
Characteristics:
•Often initiated by the development or technical team.
•Can stem from enthusiasm for new technologies or improvements that weren't part of the initial plan.
Example:
•A development team decides to upgrade the database management system mid-project, requiring
additional testing and resources, despite the original system being sufficient for project needs.
Impact:
•Diverts time and resources away from core project objectives.
•May lead to unnecessary technical complications.
 CAUSES OF SCOPE CREEP

•Lack of Clear Scope Definition: Initial

project scope is not well-defined or
documented.
•Inadequate Change Control Mechanism:
Changes are made without proper review
and approval.
•Miscommunication with Stakeholders:
Stakeholders add new requirements without
realizing the impact on the project.
IMPACT OF SCOPE CREEP
•Increased costs: Additional
features increase project
expenses.
•Extended timelines: More tasks
lead to project delays.
•Reduced quality: Rushed work to
meet new requirements may
lower quality.
ACTIVITY
Activity: Discuss in pairs how to avoid scope creep in
projects.
PREVENTION STRATEGIES
•Clearly define the project
scope upfront.
•Implement a robust change
control process.
•Engage stakeholders to agree
on scope boundaries.
WHAT IS SCOPE MONITORING?
•Definition: Scope Monitoring involves tracking project progress to
ensure that all tasks and deliverables align with the project scope.
•Purpose: Helps avoid scope creep and keeps the project within
approved boundaries.
•Real-World Example: A construction project monitoring progress to
ensure no additional tasks are added that go beyond the contract.
SCOPE MONITORING TOOLS

•Key Tools:
• Gantt Charts: Visualizes the project timeline.
• WBS: Breaks down the project into manageable
tasks.
• Progress Reports: Regular reports showing how
work aligns with the scope baseline.
WHAT IS SCOPE CONTROL?
•Definition: Scope Control is the process of managing changes to
the project scope to ensure they don't negatively impact the
project's objectives.
•Purpose: It ensures any modifications to scope are justified,
approved, and documented.
•Example: A software development project where additional
features requested by the client are assessed and controlled for
potential delays or cost overruns
SCOPE CONTROL TECHNIQUES

•Key Techniques:
• Variance Analysis: Compares actual project
progress with the scope baseline.
• Change Control Board: A group of stakeholders
who approve or reject changes to the scope.
 SCOPE BASELINE
•Definition: The approved version of
the project scope that includes the
scope statement, WBS, and scope
management plan.
•Importance: Acts as the benchmark
to compare actual project outcomes
with planned scope.
•Example: In a marketing campaign
project, the scope baseline ensures
that all deliverables (e.g., website,
ads) are completed as planned.
COMPONENTS OF SCOPE BASELINE
•Components:
• Scope Statement: Defines the work to be completed.
• WBS: Breaks the project into manageable pieces.
• WBS Dictionary: Provides detailed explanations for each
element in the WBS.
•Real-World Example: For a building project, the WBS
might include elements like foundation, electrical, plumbing,
etc.
 THE ROLE OF WORK BREAKDOWN STRUCTURE
(WBS)
•Definition: A hierarchical breakdown of the
project into smaller, manageable work
packages.
•Purpose: Helps ensure all deliverables are
accounted for and nothing beyond the
agreed scope is added.
•Example: In a product launch project, the
WBS might include market research,
advertising, product design, etc.
CREATING A WBS
•Steps:
• Identify all project deliverables.
• Break down each deliverable into tasks
and sub-tasks.
• Assign responsibilities and timelines to
each task.

Group Activity: Create a WBS for a wedding planning project,

breaking it into tasks such as venue selection, catering, decoration, etc.
SCOPE BASELINE VS. ACTUAL SCOPE
•The scope baseline is
compared against the actual
project work to track any
deviations.
•Example: A software project
where the baseline included
5 modules, but the client
requests 2 additional
modules.
IMPORTANCE OF A SCOPE BASELINE
•Ensures Accountability: All team members
understand their responsibilities.
•Facilitates Communication: Everyone is on the same
page regarding what is included in the project.
•Helps in Managing Changes: Provides a
benchmark for managing any changes requested by
stakeholders.
COMMON CHALLENGES IN SCOPE MONITORING
•Challenges:
• Poor communication.
• Undefined scope baseline.
• Stakeholder disagreements.
•Real-World Example: In IT projects, unclear requirements often lead to scope creep
and missed deadlines.
CHANGE MANAGEMENT IN SCOPE MONITORING
•What is Change Management?
• A structured approach to managing alterations in project
scope.

•Purpose: To ensure that all changes are evaluated,

approved, and documented before being
implemented.
•Example: In a hospital construction project, a change
request might involve adding an extra wing. Before
approval, the project manager would assess how this
affects cost, timeline, and resources.
 CHANGE CONTROL PROCESS Monitor Identify
Post- Change
Change
•Steps in Change Control:
• Identify Change: Stakeholders or team members
propose changes.
• Analyze Impact: Evaluate how the change will
affect the scope, budget, and timeline.
• Review & Approve: The Change Control Board
(CCB) reviews and approves or denies the request. Implement Analyze
• Implement Change: If approved, the change is Change Impact
documented and implemented.
• Monitor Post-Change: Ensure the change is
executed correctly and does not introduce scope
creep. Review &
Approve
WHY CHANGE CONTROL IS IMPORTANT IN SCOPE
MONITORING
•Reasons to Manage Change:
• Prevents Scope Creep: Ensures that only necessary changes are
introduced.
• Improves Stakeholder Communication: Keeps everyone informed of
changes.
• Minimizes Disruption: Changes are handled in an organized, structured
way.
•Real-World Example: A mobile app development project where
regular changes to the app’s features were requested, leading to
potential delays and higher costs without proper change control.
BREAK
WORK BREAKDOWN STRUCTURE
TYPES OF WBS
1. Deliverable-Based WBS
Description: Focuses on the physical or tangible deliverables of the project.
Example: Software product, construction project.
Use: Best for projects where outcomes or final products are the main focus.
Structure: Breaks down deliverables into smaller components until reaching work
packages
TYPES OF WBS
2. Phase-Based WBS
Description: Organizes the project based on its different phases or stages.
Example: Initiation, planning, execution, closure.
Use: Ideal for projects with a clear life cycle or methodology (e.g., Waterfall).
Structure: Each phase is broken down into tasks and deliverables specific to that
stage.
 TYPES OF WBS
3. Risk-Based WBS
Description: Organizes the project
based on potential risks that could
affect its success.
Focus: Identifies areas where risks
may occur and breaks down the
project into tasks designed to
mitigate or manage those risks.
Use: Ideal for projects with significant
uncertainty or where risk
management is critical (e.g.,
construction, healthcare, finance).
Structure: Each component of the
WBS represents a risk or risk
mitigation activity
 TYPES OF WBS
4. Responsibility-Based WBS
Description: Organized according to the
roles, teams, or departments responsible for
each part of the project.
Focus: Assigns clear ownership of tasks or
deliverables to specific individuals or groups,
facilitating accountability and clarity.
Use: Best for cross-functional projects where
multiple teams are involved, ensuring each
responsibility is clearly outlined (e.g.,
corporate projects, multi-department
collaborations).
Structure: Each level of the WBS is tied to a
responsible person or team, with associated
tasks broken down under them.
 TYPES OF WBS
5. Resource-Based WBS
•Description: Organized by the type of
resource required (e.g., labor, materials,
equipment).
•Example: Skilled labor, materials
procurement.
•Use: Best for resource-intensive projects
where resource management is critical.
•Structure: Each resource type is broken
into tasks or deliverables tied to that
resource.
LEVELS OF WORK BREAKDOWN STRUCTURE (WBS)
1. Level 1: Project
Description: The topmost level of the WBS, representing the entire project.
Example: "New Product Development Project"
Focus: Overall project goal or final deliverable
2. Level 2: Major Deliverables
Description: The major phases, components, or deliverables of the project.
Example: "Design Phase," "Manufacturing Phase"
Focus: Key deliverables that define project milestones.
3. Level 3: Sub-deliverables
Description: Breaks down major deliverables into smaller, more manageable components.
Example: "Design Prototype," "Test Materials"
Focus: Subsets of deliverables that contribute to achieving the higher-level goals.
LEVELS OF WORK BREAKDOWN STRUCTURE (WBS)
4. Level 4: Work Packages
Description: The lowest level of the WBS where work can be clearly assigned, tracked, and
measured.
Example: "Create CAD Drawings," "Assemble Prototype"
Focus: Individual tasks that teams or individuals will execute to produce a specific output.
5. Level 5: Activities (Optional)
Description: In some cases, further decomposition may occur at this level, breaking work
packages into specific actions.
Example: "Develop blueprint," "Order materials"
Focus: Granular tasks, typically found in more complex or detailed projects
 TYPES OF WORK BREAKDOWN STRUCTURE (WBS)
CHARTS
1. Hierarchical (Tree Structure) 2. Tabular WBS
TYPES OF WORK BREAKDOWN STRUCTURE (WBS)
CHARTS
3. Mind Map WBS

4. WBS Dictionary
KEY RULES FOR CREATING A WORK BREAKDOWN
STRUCTURE (WBS)
1. 100% Rule
Ensure all deliverables and work are captured.
The WBS must include 100% of the project scope and account for all
deliverables and activities.
2. Deliverable-Oriented
Focus on deliverables rather than activities or tasks.
Each component of the WBS should represent a tangible outcome, not
just actions.
3. Mutually Exclusive Elements
Avoid overlapping tasks or deliverables.
Every element should be unique and non-redundant.
4. Hierarchical Structure
Break down the project into smaller, manageable parts.
Ensure higher-level elements are decomposed into smaller deliverables in a parent-child
relationship.
5. Consistent Levels of Detail
Ensure that similar levels of the WBS have consistent detail across work packages.
Avoid overly detailed sections in one area and vague ones in others.
6. Decomposition to Work Package Level
Continue breaking down tasks until you reach work packages that can be clearly assigned
and measured.
Work packages should be detailed enough to estimate costs and time accurately.
7. Define Scope for Each Element
Clarify the scope of each work package.
Include objectives, deliverables, and acceptance criteria to avoid misunderstandings.

8. Responsibility Assignment
Each work package should be assigned to a team or individual.
Use a Responsibility Assignment Matrix (RAM) to link tasks with responsible parties
 SCOPE CREEP TOWER CHALLENGE
Instructions:
1.Form Teams: Divide the class into groups of 3-5 students.
2.Project Goal: Each team’s goal is to build the tallest tower they can using the provided blocks within a 3-
minute time frame.
3.Round 1 (Initial Project):
1. Teams start building their tower.
2. After 1 minute, introduce a scope change
Round 2 (Further Scope Changes):
1. After 2 minutes, introduce another scope change or multiple changes.

Debrief
•What challenges did you face with the scope changes?
•How did adding more requirements (scope creep) impact your ability to finish the tower on time?
•What strategies did your team use to manage the changes?
•How does this relate to real-life project management?
Reading and Assignment for Next Week

•Reading:
➢ PMBOK Guide: Chapter 5 - Project Scope Management

•Assignment:
Prepare Gantt Charts, WBS and change management plan for the project
discussed in Assignment 1

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