Scope can be the most difficult thing to control in a project. We all want to make sure we meet expectations, and, often it takes a long time to define the expectations. So, where does scope definition end and scope creep begin?
Scope on target or off target
I have drawn the line for scope clarity at the point when the charter is signed. At that point, you should have had sufficient discussion around scope, using the WBS and the scope statement, to get the right scope. The right scope for every project is different. It can expand and contract through the planning process. The important thing to remember is that you need to spend the time in the scoping and planning process. If you rush to get sign off, you’ll be making scope changes as you execute – and your project will look and feel out of control.
When you have achieved sign off, and you have the right scope for your project, then you enter the scope management process. Scope creep can happen now. All scope creep means is that you have allowed – yes, you the PM – the project scope to increase without analysing the impact on the triple constraint, and getting an approval. You need to start scope management as soon as the ink dries on the charter.
Where does scope creep usually come from? In my experience, your sponsor is actually the least likely to contribute to creep. The sponsor is usually more aware of the costs of adding scope than other people, and if between you, you’ve diligently identified scope, they won’t need to add anything. I think there are 3 sources of scope creep.
Stakeholders, some may not understand the goals of the project and some disagree with the goals. They ask to add in the little things that will take the project off course, and closer to what they need. How to deal with this? I’ve found success in a two-step process. First, review the goals and scope with them to identify where there may be alignment between the project goals and the changes. Then, unless they agree to withdraw the request, go through the agreed scope management process. If the sponsor signs off, you change the scope and no creep exists.
Project team workers are a second source. This usually comes in the form of enhancements during design. This source of scope creep is probably easiest to prevent and the hardest to control. Prevention comes in the form of early and clear communication of the scope and the process to change scope on the project. Control is difficult because the changes are generally small but the cumulative effect can be significant. Often you are playing catch up and managing after the fact. When this happens, discuss the consequences of the change with the person who made it; remind them of the process, but be careful not to stifle creativity by over reacting.
The final source of scope creep, you the PM. Some time you’ll have a great idea to incorporate a strategic change into the project, or a new technology, or a budget savings, or any number of great ideas. It is critical that you follow the process of scope change; your sponsor is counting on you to manage the team and yourself. I remember the time that I dropped in on a new PM at the end of the day. She was staring at the charter; it didn’t take a lot of perception to know something was wrong. She confessed that she’d gone ahead with her project and incorporated some great ideas. The problem was when she checked the charter in preparation for meeting with her sponsor, she had moved away from the original purpose of the project. Your best tool for keeping yourself on track is to check your great idea against the charter, just the way your handle stakeholders, you need to asses the impact of the change, and follow the change management process.
Here are a few good articles relating to scope creep.