Reference no: EM13313267

what do you think please answer in positive way
1.Since the project scope is one of the most important documents in the planning process and defines all of the deliverables the project will create, the most important thing a manager can do is understand all the delivables that the project must create. It is important for the project manager to understand the overall goals, boundaries, and the work that is expected from the project team. Since the project scope is the primaty input for the rest of the project it is important for the entire team to understand and have the project defined so the group si aware of exactly what is expected from them.
2.Most experienced project managers agree that managing the scope is the most important activity required to control a project - especially to prevent scope creep. From personal experience, I have seen that the majority of project failures are not caused by problems with estimating the personnel resources needed, but due to the project team working on additional deliverables that were not part of the original project plan.

I have found that requests for scope changes usually come from stakeholders. Thus, it is important for all project managers to create and follow a scope change control system - in proper scope-change management, the sponsor (or a designate) must give the approval, since they are the only ones who can add funding to cover the changes and know if the project impact is acceptable.While the majority of project managers know to refer to scope-change management procedures if they are asked to add a major new function or a major new deliverable to a project. It is sometimes difficult to spot the subtle or small scope changes that get added over time. Scope creep is a term used to define a series of small scope changes that are made to the project without scope-change management procedures being used. With scope creep, a series of small changes -- none of which appear to affect the project individually -- can accumulate and have a significant overall impact on the project. Many projects fail because of scope creep, and the project manager needs to be diligent in guarding against it.
3.Kent Larson, in the TED Talk video, "Future Cities Design Concept" defines and describes problems facing urban population expansion as well as solutions to the issues. The point made by Larson is that current city design, construction and use is not sustainable. This is magnified by the expected increase of the urban population (especially in China.) The business need I took from the video is that city planners have to find a way to create a sustainable city that provides housing, work, recreation and mobility solutions to create a desirable place to live. Putting a historical context to the problem, Larson points to how for quite a while cities functioned fairly well for a long time, and were built around the concept of small sustainable pockets. These were places where all the needs of the population could be met in a small geographic distance (1 square mile/20 minute walk.) Over time, cities evolved around a personal transportation (car) structure that promoted driving and a concentration of places to get needs met. Larson doesn't necessarily want to recreate the old city model, but does find the strengths. He then shows the creativity that can be applied to the problems through transportation design (the folding shared vehicles are brilliant) and housing design The housing piece resonated because it is a demonstration that keeping something small doesn't mean losing functionality. It's in designing space to meet the needs at the time (a dinner party for example,) and then configuring it to meet another need (multiple guests sleeping over.) In looking at housing, Larson compared "traditional" transportation methods and the need for parking, with a smaller approach using shared vehicles which saves space and money. He also made reference to not being a supporter of "smart homes," but in having conventional spaces filled with "smart stuff".