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My recent research resulted in the takeaway that stakeholders are a vital aspect of project scope management. Fageha and Aibinu (2013, p. 158, para. 1) describe that stakeholder participation is a vital aspect of project scope because their participation encourages an effective understanding of a project’s strengths and weaknesses, which allows project managers to effectively plan the project scope guided by detailed information from stakeholders. I also identified that project scope determines the success of a project by influencing the quality. Mirza, Pourzolfaghar, and Shahnazari (2013, p. 727, para. 2) describe that project scope achieves effective delivery of deliverables by focusing on quality, which identifies the quality sources of a product that may help achieve maximum satisfaction among clients and customers. This helped me understand that project scope determines the beginning and the end of a project based on the quality levels settled upon before project initiation, as encouraged by project scope. Thirdly, I learned that scope creep is a factor that can be observed or predicted if stakeholders are fully engaged in the project. According to Ajmal, Khan, and Al-Yafei (2019, p. 485, para. 3), stakeholders believe that a lack of balanced input from the stakeholders results in biased or unproductive insight into the project, which results in project creep because that affects the cost. Also, I learned that project scope is best achieved through understanding project creep. Høylandskjær (2018) explains that a lack of a proper definition of project creep makes people misuse the term project creep, which challenges the understanding of whether a problem in the project scope is inevitable or preventable. I also learned that I have been defining project scope in a complex manner that has drawn my attention away from the key facts of the term. According to Derenskaya (2018, P. 6, para. 6), the project scope is the process that determines how much work is needed for a project. This made me realize that project scope is the measure of how successful a project can be by comparing the work input to the final product.


Ajmal, M., Khan, M., & Al-Yafei, H. (2019). Exploring factors behind project scope creep–stakeholders’ perspective. International Journal of Managing Projects in Business.

Derenska, Y. M. (2018). Project scope management process. Baltic Journal of Economic Studies, 4(1).

Fageha, M. K., & Aibinu, A. A. (2013). Managing project scope definition to improve stakeholders’ participation and enhance project outcome. Procedia-Social and Behavioral Sciences, 74, 154-164.

Høylandskjær, M. (2018). Managerial perceptions of scope creep in projects: A multiple-case study.

Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. (2013). Significance of scope in project success. Procedia Technology, 9, 722-729.



Response 1

Hello Godfred,

Your post taught me a lot of new facts. Between the approaches you defined, I believe that a PESTEL analysis is more applicable to projects than a SWOT analysis. This as a transition requirement where a project scope plan should offer insight into temporary elements of a project, such as data conversion and operational changes that a project must implement from the current to future state (Project Management Institute, 2015, p. 7, para. 3). A PESTEL analysis aspects such as political factors that may instigate change to a project.


Project Institute. (2015). Business Analysis for Practitioners: A practice guide. Project Management Institute.

Response 2

Hello Amelia,

Your discussion of scope change is vital to projects because it helps provide the project managers with an effective plan that can be applied if any element of the project goes against what is planned. Scope changes can effectively be managed if the project sets up control and contingency plans early in the project to fund changes in time and cost (Larson & Gray, 2021, p. 235, para. 3). This is important because it introduces the project managers to understand the efficiency of their understanding of the project scope.



Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process. McGraw-Hill/Irwin.


Response 3

Hello friend,

You offer an impressive post where you use the topic in unison with your research process. Your indication of the importance of the Work Breakdown Structure (WBS) made me understand that planning of a project is a delicate process. A WBS intends to identify the work to be done and offer a hierarchy of the deliverables expected in a project (Project Management Institute, 2019, p. 1, para. 3). This impressive argument would have been supported by the differentiation between project planning and WBS.



Project Management Institute. (2019). Practice standard for work breakdown structures (3rd ed.).