First we’ll talk about what Scope Creep is and then we’ll talk about how to avoid it. Scope creep is the addition of new features and functions after the original project plan has been approved. These additions to the project scope are approved without any compensating adjustment to the project budget or schedule. It is the number one cause of project failure. Some organizations are plagued by scope creep on every project because their project managers don’t do a good job of defining the scope or engaging the project sponsor in scope control. These actions should be done early in the project. If not, the projects (and project managers) have a limited opportunity for success. Trying to fight every change to a project doesn’t work either. Even if the stakeholder or customer doesn’t “ram the change down your throat,” they are still unhappy with the project and the project manager. Project Scope Creep Main Page
How To Avoid Scope Creep: Planning Is The First Line of Defense
How To Avoid Scope Creep: Trade-offs Are The Second Line of Defense
Rather than trying to fight every change, you will be more successful handling scope creep when you are able to quantify trade-offs every time a stakeholder asks for a change in the project. You shouldn’t tell them you can’t do something they want. Instead you should say, “Of course we can make that change. Let’s talk about what it will cost and how much it will change the duration of the project. We can also discuss how much it will change the resources we need on the project team.” Then you calculate the numbers that clearly communicate the impact of the requested change on the project.
Remember there is no such thing as a free lunch. Every change has an impact on the project cost, schedule, quality, risks or resource requirements. After reviewing your estimated impact numbers, the stakeholder making the request may decide not to pursue it. Or you may follow the organization’s change management protocol and send the data to the project sponsor to make a decision. Either way, you are better able to manage the stakeholders than if you try to fight all changes. You also need to be disciplined in maintaining the stakeholders’ expectation that any change to the project will increase the schedule and duration. Here’s an example. A stakeholder says to you, “I’ve got a tiny little change I want to make to the curriculum for the service representatives’ training class. This is so small I hate to bother you with it. I want to add about four hours to the class and give them information on the best way to deal with people who are having marital problems. With the skyrocketing divorce rate, I’m sure a lot of our customers fall into that category. This change is really nothing; maybe a few minutes of preparation for the trainer and a couple of hours of additional class time. Can you just add that for me?”
The short answer is no, you can’t just add that. It’s not that this scope change is so terribly damaging. Rather, it’s the expectation it creates in the stakeholder’s mind. If you “just squeeze in this one,” next week you’ll get a change request that is just a little bit larger and hurts the schedule and budget a little bit more. You must begin to control the stakeholders’ expectations for making changes during the presentation of the project plan. And you must continue that control every week until the project is complete. There is never a free change to the project you can “just squeeze in.”
You can learn these skills in our basic and advanced project management courses. Take a look at the courses in your specialty.
At the beginning, when you and Dick talk to design your program and what you want to learn, you will select case studies that fit the kind of projects you want to manage. Chose you course and then select the which specialty case study from business, or marketing, or construction, or healthcare, or consulting. That way your case studies and project plans, schedules and presentations will fit your desired specialty.