The project that I was assigned to work on involves upgrading the billing system for the XYZ Company. The objectives of the project were clear, concise, and methodical. The key players were involved during the phase of the project. Upper management both local and Corporate was behind the successful completion of the project. However, two months into the project, the PM had an emergency that took his out of the country. While there, he became ill and was not able to return to complete his part of the project, which involved the IT specification. Nevertheless, I and another IT person were reassigned to complete the IT specs as well as continue working on our part of the project.

Realizing that we were overworked, stressed, and annoyed upper management decided to bring in a PM from the corporate office to assist with finalizing the project. He was able to get the team to refocus on the big picture concerning the project—completion and satisfaction. He was also able to response to the Scope Creep by reviewing all phases of the project from the beginning up to the point where we were not able to finish, identified all of the impacts that have taken place within the project to this point, and revamp the project scheduling and cost. We were able to complete the project.

There is no known way to avoid scope creeps or uncertainties, but we as instructional designer and/or Project Manager can, according to Portny, Mantel, Meredith, Shafer, Sutton, & Kramer (2008) anticipate and put in place contingencies that can offset the satisfactory completion of a project. They also suggest having a process known as the “Change Control System” in place whereby the PM can:

  1. Review all requested changes—content or procedural changes.

  2. Identify all impacts the change might have on other project tasks.

  3. Translate these impacts into alternations of project performance, schedule, and cost.

  4. Evaluate the benefits and disadvantages of the requested changes.

  5. Install a process so that individuals with the appropriate authority can accept or reject changes.

  6. Prepare reports that summarize all changes to date and their impacts.

Reference: 

Portny, S. E., Mante, S. J., Meredith, J. R. , Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.