umu.sePublications
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Managerial Perceptions of Scope Creep in Projects: A Multiple-Case Study
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2018 (English)Independent thesis Advanced level (degree of Master (Two Years)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Introduction - Scope creep is uncontrolled and unauthorized changes to a project, extending the project beyond its initial boundaries. An extensive literature review indicated that scope creep is a common occurrence in projects with dire consequences. There are two dominant perspectives on scope creep. Either it is preventable, or inevitable. Based on these findings, the author seeks to investigate the phenomena by answering the research question of this thesis: Why do project managers have opposing perceptions of scope creep in projects?

Purpose - This paper explores the managerial perceptions on the two opposing viewpoints on scope creep and potential variations. No previous studies investigate the phenomena in a matter of perception. The paper aims to open new insights about how project managers perceive scope creep based on their own experiences through project management in practice.

Design/methodology/approach - The thesis employs a multiple, cross-sectional and mono-method case study design. A qualitative research method is utilized in combination with interpretative and inductive approaches. Sampling criteria techniques used are purposive and snowballing, focusing on project managers in Norway. Five project managers were interviewed in-depth following an interview guide facilitating semi- structured interviews. The interviews were later translated, transcribed and categorized in a thematic analysis template.

Findings - The study’s findings indicate that the opposing managerial perspectives on scope creep are due to a varying degree of knowledge on the phenomena and its definition. Low comprehension of scope creep in project management teams generates ambiguity and uncertainty. Insufficient awareness of scope creep inclines project members to misuse the term, resulting in an inability to detect or discern scope creep from formalized changes to the project scope. The academic debate concerns whether scope creep is preventable or inevitable. This study found that the academic discrepancy is owed to a dissonance between academic project management literature and the real-world experiences from practicing project managers.

Research limitations/implications - The paper is limited by investigating scope creep based only on data collected from Norwegian nationals. Furthermore, the sample size of the case study is relatively small. These limitations might inhibit the generalization of findings.

Practical implication - The following findings and results aids practicing project managers by highlighting the importance of a clear definition of scope creep. Awareness of scope creep assists project team members to discover unauthorized changes, resulting in proper communication within the project management team concerning rogue changes.

Originality/value - The paper examines experienced project managers different perspectives of scope creep from practical applications in the project management field.

Keywords - Project Management, Scope Change, Scope Creep, Scope ManagementPaper type - Master's thesis

Place, publisher, year, edition, pages
2018.
Keywords [en]
Project Management Scope Change Scope Creep Scope Management
National Category
Business Administration
Identifiers
URN: urn:nbn:se:umu:diva-156250OAI: oai:DiVA.org:umu-156250DiVA, id: diva2:1287334
Supervisors
Examiners
Available from: 2019-02-11 Created: 2019-02-10 Last updated: 2019-02-11Bibliographically approved

Open Access in DiVA

fulltext(2480 kB)47 downloads
File information
File name FULLTEXT01.pdfFile size 2480 kBChecksum SHA-512
d6504aa34a3016ddbede2cb0ac03115e0f490c5ac1f28deafcba632e12c8eac58fa3d22639c2dba6e16b19d18b2a6a9b978599cd3950cc97f2a001f9bb28d7d8
Type fulltextMimetype application/pdf

Search in DiVA

By author/editor
Høylandskjær, Mathias
By organisation
Business Administration
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 47 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 72 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf