Dear Editor:

The twopart Scope Creep article in the Winter and Spring issues of Today's Engineer presented an interesting case study. The engineeringonly solution, however, misses the bigger issuelack of a formal project management process. It is unfortunate that the need for formal project management is omitted from the article. A formal project management process is the cornerstone of ontime and onschedule projects. Such a process includes:

• A formal project plan development process
• A tracking system capable of providing variance analysis data
• Managing project scope, schedule, and resource changes throughout the project life cycle.
• This case study depicts an alltoofamiliar scenario:
• An engineer is selected as PMusually with no formal project management training.
• The project team is composed of primarily engineersmarketing and other functional organizations are viewed as project outsiders, rather than team members, and do not participate in the planning process.
• Project objectives and deliverables are poorly definedusually by engineeringincluding only engineering deliverables.
• A comprehensive work breakdown structure, task completion criteria, and network diagram are nonexistentprogress measurement is therefore somewhat arbitrary and difficult to ascertain.
• Task duration estimates are probably determined by someone other than the task ownermaking estimates invalid.
• The project schedule is pasted together to look good and match target datesmissing the opportunity to use critical path method (CPM) to develop a credible schedule.
• Resource requirements, including people and budget, are guessesusually without the benefit of using a comprehensive CPMdeveloped preliminary schedule.
• A risk management plan does not existmost project risks are treated as surprises.
• The project plan is not validated and baselined by the project sponsormissing the opportunity to obtain team and sponsor commitment prior to implementation.
• A formal project tracking and change management system does not existimpossible to track a project without a plan to measure progress against and to manage changes.

Project management, like engineering, is a discipline that must be learned. Project management is not for everyone. It requires a different skill set than, say, engineering or marketing.

Questions

1. Comment on the role of the engineer as an "accidental" PM.
2. Which numbered item in the list leads, do you think, to scope creep?
3. What is the significance of building this case around an "Engineering" team? What are the strengths and weaknesses of engineers that could help or impede their ability to become professional project managers?