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This paper will provide an analysis of an actual project that went out of control The analysis will begin with a description of the project and progress through the life of the project pointing out some areas that contributed to the projects failure This will be followed up with a description of an alternate project management universe that will be used as a fictitious vehicle to describe recommendations which if they had been implemented in the project could have led to a successful outcome It will be shown how a wayward project may came to be and what changes in project management practices regarding scope management could have prevented its failureBackground of the Subject ProjectRX Software RXS was a small startup company that designed and built mobile applications for the healthcare industry The owner of RXS established a relationship with Patient Med Net PMN who was a leader in their specific segment of the industry and convinced them to hire RXS to build a new mobile patient communication platform for PMN RXS had been building platforms to provide customers with very high volume text messaging capabilities for several years and was as experienced as any company in that emerging market This project was a great opportunity for RXS to establish a good reputation by delivering a successful product to an industry leader who already had more projects in their pipeline and many referral possibilities Unfortunately the project started to go off the rails even as it beganInitial Scope DevelopmentWhen it was time to develop the initial scope for the project the only project manager was not available but the company owner began scope discussions with PMN in an effort to keep the project moving until the PM was available to be engaged on the project Later when the PM took over the project the owner had already declared that the requirements gathering process was essentially done
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