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Scope creep or gold plating is not allowed when the task you are about to do is not included in scope management plan so the best thing is either to request the CCB for a change request or stakeholder communication to keep your stakeholders up to date of the scope changes on your project for possible considerations.


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I strongly advise you to engage an attorney who is skilled at creating this sort of contract. (And, in general, in leading clients through this sort of business negotiation. (The old-fashioned word for an attorney was, after all, "counselor.") An attorney is "an expert in the law." You are not. I stumbled-upon my personal attorney, Tom,...


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Customers prefer a FFP at times because of they believe it helps to control costs. In some ways it does; however, in many cases they end up paying more, either because of the contingency built in the price and / or the vendor submitting one change request after another. And the change requests typically have a lot of built-in margin since the CRs are not ...


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As you mentioned yourself, the problem with software development is that there are a lot of unknowns. These introduce variability in what will be built (which people assume will be fixed). What's worse, is that in the beginning, both parties have trouble knowing what is needed and what will change after the project is started (and things will definitely ...


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There's a difference between being a software vendor and being a service provider for bespoke applications development. You seem to be describing a service-provider kind of relationship. A fixed-price (FFP) contract does not mean the customer only pays a fixed price. It means the customer and supplier agree to negotiate on price and scope and that the ...


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Within PMBoK, you are using the processes under the Plan, Execute, and Monitor & Control process groups and within all 10 knowledge areas. When you are seeing signals of an unfavorable schedule variance, you analyze root cause: scope creep, unidentified necessary work, unfavorable resource variance, optimistic planning value for time, etc. Then, you ...


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The PMBOK's full name is "Guide to the Project Management Body of Knowledge". It isn't designed to tell you what to do, but it is a way of organizing the breadth of knowledge that is likely to be useful and relevant to someone working in the field of project management. The most relevant process group would be the Monitoring and Controlling Process ...


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