Scope management using project definition rating index

Peter R. Dumont, Edd Gibson, John R. Fish

Research output: Contribution to journalArticle

67 Citations (Scopus)

Abstract

It is widely accepted that poor scope definition is one of the leading causes of project failure in the U.S. construction industry. Many owner and contractor companies understand this, however, they share the misconception that it is not economically feasible to spend the time or money necessary to adequately define the scope of work early in a project's life cycle. In other cases project participants are ignorant about the requirements for an adequately defined scope of work. A tool called the project definition rating index (PDRI) was created to address these problems. The PDRI is an easy-to-use, weighted checklist of 70 scope definition elements allowing the user to measure and manage the level of scope definition as project planning progresses. Results from 40 pilot projects will be presented showing that a specific PDRI point threshold provides some measure of confidence in project outcome. The implications of this tool in the project scope management process will be explored. Conclusions and recommendations about the PDRI will be made for project management professionals.

Original languageEnglish (US)
Pages (from-to)54-60
Number of pages7
JournalJournal of Management in Engineering
Volume13
Issue number5
StatePublished - Sep 1997
Externally publishedYes

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Personnel rating
Project management
Construction industry
Contractors
Life cycle
Planning
Industry
Rating

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Industrial and Manufacturing Engineering

Cite this

Scope management using project definition rating index. / Dumont, Peter R.; Gibson, Edd; Fish, John R.

In: Journal of Management in Engineering, Vol. 13, No. 5, 09.1997, p. 54-60.

Research output: Contribution to journalArticle

Dumont, Peter R. ; Gibson, Edd ; Fish, John R. / Scope management using project definition rating index. In: Journal of Management in Engineering. 1997 ; Vol. 13, No. 5. pp. 54-60.
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