Constructing scope in project management: an interpretive approach

Abstract

Our purpose with this paper is to report what we have been researching in the field of project management scope design. We address scope design as a process of change in a network. A process of change of settings where actor-networks evolve and dissolve, grabbing new actors and providing alignments. This approach in project scope management facilitates richer possibilities for capturing requirements, intensifies identification of tensions among actors (hybrid actors as stakeholders) and contributes to adapt project scope to context changing. This view is explored trough three short engineering stories.