Quixtar Lessons Learnt The success of introducing PM across Quixtar hasnt been without a few bumps along the road. Gil found that those implementing PM practices were at first too rigid, trying to wedge people into static processes and documentation methods. Its important to have standards but still be flexible. You dont want people to be so focused on the process that they think they cant do something that makes sense just because its not the next step in their methodology, says Gil. Its important to tailor the PM process to each individual project and the people working on it. In addition to flexibility, reporting has been a success of PM at Quixtar. The PMs use a standard best practices reporting method to communicate project status to management: Red light trouble Yellow light jeopardy Green light all clear Such simple and effective reporting has helped Communications successfully manage all projects within budget for the past two years. An aspect of PM at Quixtar thats currently under review is the control of scope creep. Without a working scope management plan, many teams are incapable of meeting their schedules, says Gil. Its part of the culture around here to always say yes to scope changes, so weve asked management to step in and assess changes to control scope creep. Herold Kerzner, Phd. / The Evolution of Project Management at Quixtar (2006) pg148

QUESTION 1 (10 Marks) Quixtar project might have gone horribly wrong that it necessitated an extract of lessons learnt. From the lessons learnt, scope creep seems to be the buzz word. As an expert in project performance and reporting, advise Quixtar on the causes of scope creep.