A project manager’s job is to manage the scope of a project, which means planning, organizing, and handling all matters regarding a specific project. Sometimes those things get out of hand. You fall into the territory of scope creep, and you need to pivot. Thankfully, there are ways to avoid scope creep.
It’s not nearly as complicated as you think. Mostly, it’s about adaptation and working with your circumstances rather than against them.
In this article, we will break down the concept of scope creep, what causes it, and how to avoid scope creep in project management.
We will cover the following.
- What is Scope?
- What is Scope Creep?
- Common Causes of Scope Creep
- How To Avoid Scope Creep
- How To Adapt To Scope Creep
What Is Scope?
The “scope” of a project is the boundary around the project created by the desired timeline, budget, and goals. You could also understand a project’s scope as part of a triangle with the budget and schedule. Each point is connected; if one moves, all the others are affected.
Managing scope is often the most significant focus of the project management role, so it’s not hard to understand why it’s such a precious concept.
In general, scope management includes everything from resource management and risk management to quality management and change management.
So, What Is Scope Creep? How Does It Affect Project Management?
If the project’s scope acts as a barrier or a fence surrounding the project, then scope creep is when one (and then eventually all) of the aspects slink away from the original plan.
For project managers, scope creep is a common challenge. As the project goes on, one task is added here, and another one is added there, and suddenly, the original plan is utterly incapable of fulfilling the new requirements.
It’s a ripple effect. One change, whether or not stakeholders want to acknowledge it, affects everything.
Another prime example of scope creep is when new tasks are added, but the timeframe stays the same. This means the team is expected to finish more tasks in less time than was initially agreed upon.
On the other hand, you can have a never-ending project because tasks are constantly being added by clients or stakeholders, just as you feel the project is completed, with no end in sight.
Common Causes of Scope Creep
Each project has a unique set of conditions that must be navigated by the stakeholders, team members, and project managers. Although this may be true, most scope creep falls under five main categories, including
- Vague scope requirements
- Too many directives
- No priorities
- A lack of a change process
- Runaway requests
We discuss these issues in detail below, and beneath that are ways to maneuver these kinds of hurdles.
Vague Scope Requirements
Without detail, there is interpretation. With interpretation, there are misunderstandings, which quickly lead to mistakes. Mistakes result in higher costs, missed deadlines, and all kinds of other issues. This specific cause of scope creep can really snowball if you let it.
Too Many Directives
A common issue in project management is a lack of priority and too many people having too much authority. It’s not wholly uncommon that those with power don’t like to collaborate, and as a result, each stakeholder decides the project needs to head this way or that.
A client decides they need something added, and to them, it’s extremely important. Another stakeholder comes along and adds something else. Before you know it, your budget has been blown out of the water. The buck has to stop somewhere, but if it doesn’t, there will be problems.
No Priorities
There is a saying, “A friend to all is a friend to none,” have you ever heard it? It perfectly applies here. Once all of those other additions have been placed on the scope, the main objectives head out the window. Without clear-cut priorities, every direction is considered critical, and then the butter (also known as project resources) gets spread too thin.
Lack of Change Process
In project management, almost everything has a process. A change process is where changes made to the project scope are efficiently organized, authorized, logged, and managed. Without this procedure in place, any changes added send reverberations throughout the rest of the project. If they aren’t properly sent through the system, they’ll stretch the scope out in ways the budget or schedule can’t handle.
Client Requests
Specifically, we are talking about unchecked client requests. These are tough because the client wants to get the absolute most out of their investment (the project), but that can mean they ask for every possible addition they can imagine. Often the team is asked to do more tasks without an extended timeline or increased budget. They mean well, but it can get out of hand if left unchecked.
How to Avoid Scope Creep in Project Management
No matter how seasoned the project manager is, we all encounter scope creep. The only constant is change, which can be a real pain in the butt. And while you can’t avoid it, you can handle it. Below we discuss all of our best tips on how to avoid scope creep, and further down, we discuss how to manage it when you find yourself there.
1. Always Have a Written Contract
We like to say that you should have everything in writing, and a contract before the start of a project is the best way to do that. In that contract, you and all relevant parties should discuss everything in detail regarding the role of the project manager. You should lay it all out, including
- What will be delivered at the end of the project?
- The best possible (most reasonable) timeline for completing the project and all related milestones
- The milestones that can act as checkpoints for needed changes and pivots
- Duties of the project manager (tasks specific to them)
- Responsibilities of the project manager
- Responsibilities of stakeholders and clients as it relates to the project
When you have a clear contract, you have something to reference in those inevitable moments when you have to tell someone “no.” You also have a type of checkpoint because you could ask clients (depending on the project’s size), have their lawyer add an amendment to the contract, and submit it to your legal team. The added cost might make them think twice about adding to the scope.
Documentation and transparent processes like these are a great way to avoid scope creep.
2. Document Project Requirements
As we mentioned before, have everything in writing. Project requirements changing is precisely how you walk into the trap of scope creep, so lay out what the client(s) and other stakeholders are looking for in detail.
A work breakdown structure (WBS) is beneficial here. We discuss the process of creating your WBS in this post.
We also recommend presenting a visual breakdown to team members and stakeholders. People tend to do better with visual examples.
3. Know Your Priorities
A great way to identify these early on is to ask questions. You might ask your client, “If you had to, how would you prioritize these goals from most important to least?” It’s no surprise that we’d like to get everything done, but if that isn’t possible, what then?
Having an open-minded conversation like this at the beginning of any project’s planning phase is a great way to prepare for “the worst” proactively. This approach will help you detect negative or positive influences on the project before they’re set on that path. Scope creep happens when everything is prioritized.
These “what if” conversations allow you to do a mild risk assessment based on what expectations people hold. Ask stakeholders to mentally pick and choose the most crucial parts so that no one will feel blindsided if you have to adjust the trajectory of the project.
4. Create a Detailed Project Schedule
And by detailed, we mean to make the most specific plan you’ve ever made. This is one of those niche moments where it’s sometimes better to overthink it. The more detail is involved, the easier it will be for team members and stakeholders to understand their part of the puzzle.
Furthermore, with an extremely detailed project schedule, you leave little room for stakeholders to adjust the scope of the project. You have a paper trail that you can refer back to and use to argue against additions (if needed).
We aren’t saying that you have to make the schedule tight or restrictive, but you can include enough detail so that adding tasks is questioned. On top of that, everyone involved will be able to understand their role in the bigger picture, which can help them buy into the project and reduce modifications.
5. Set Up a Process for Controlling Change
Things will never go perfectly. No matter your industry, role, or niche, there is no way you won’t have to adapt your plans at some point. Therefore, developing a change process is your best bet.
A change process is a plan used to properly report, filter, log, manage, approve, and review every change to the scope. Avoiding scope creep means that they aren’t just accepted when changes come. Instead, they are thoroughly checked and handled with care so as not to risk the budget or deadline.
As a project manager, there are a lot of parties that you have to answer to, trade information with, etc. Knowing how to move information around effectively when the time comes will save you a ton of headaches.
6. Align with Team Members & Stakeholders
Technically, we could have also called this section “communication.”
Before the project begins, throughout the planning, and as the project progresses, communicate with people. Be willing to collaborate and discuss issues in detail with all who are participating. Keep team members abreast of changes coming as much as you can. Allow team members to participate in problem-solving because they can offer a perspective stakeholders would not share.
When it comes to stakeholders, level with them. Vulnerability about being unable to meet deadlines and budget issues can directly impact the success of a project.
If project members are able to approach you, discuss topics with you, and trust what you say to be true, stakeholders and team members won’t be carried away by their expectations. Instead, they’ll trust you to do the best thing for everyone.
7. Stay On Track
Take this tip with a grain of salt. Realistically, “stay on track” means watching for signs of trouble on the horizon. Use risk management and stakeholder management practices to help support this effort.
Don’t be afraid to ask questions; if you’ve got a bad feeling, pursue it. If things are too quiet, take notice and check in. If things are going “fine,” check in and find out precisely what that means. Don’t become passive on your projects. Stay in tune with them, and you’ll be able to work around or even with things that go wrong.
When you set yourself on autopilot at any point of a project, you could unknowingly steer this whole train off the track. Managing means showing up and staying on top of your work, keeping abreast of potential changes, and managing risks before they happen.
8. Say No
This point might be controversial, but that doesn’t mean it’s unimportant. A project manager’s ability to avoid scope creep is often directly attached to their ability to say no.
A project’s budget is only so extensive. A client’s resources have a limit. Your team’s capability has a limit. Do not be afraid to enforce it.
Being an advocate for your scope is sometimes the best way to protect it from scope creep. Avoiding traps is also integral. When a stakeholder has a request that starts with “this will take no time” or “I just have one thing,” recognize the scope trap for what it is and be careful.
Project managers have to ride a very fine line between expectations and reality. There are times when you’ll have to advocate for your project. One helpful tip here is building a safety net for saying no inside of your change control plan. Give executors the ability to approve or deny changes.
As a project manager, rarely will there be someone with a perspective as accurate as you. That does not mean you will always be right, but that does mean there will be times when you have to say no.
And don’t forget, you can always create another separate project that is dedicated to executing additional outcomes, goals, or requirements when the current one doesn’t have room for them.
9. Provide Options
Sure, there may be times when you just have to say “no,” and there will be times when you have to say yes. And in those moments, we recommend you find a middle ground. You have a reason for saying “no,” and they have a reason for needing a “yes.” Find out what it is.
Hear them out and try to see the intention behind their actions. You’ll do it wonderfully if you can address that need while respecting your scope. Providing options and working towards compromise are skills that will help you constantly in life.
10. Honestly Discuss Changes & Their Results
It may be cliche, but honesty really is the best policy. Bringing up likely setbacks early on will only help you and other stakeholders. All aspects of scope can change. If you can detect plausible alterations early on, place them on the table and discuss them openly.
If a project manager’s sole responsibility is managing scope, then it makes sense for them to have to air out new developments and changes to the landscape and develop a plan to adjust.
Remember, projects suffer when people aren’t on the same page.
Learn to Adapt
The best piece of advice we can give you for learning how to avoid scope creep is simply learning how to adapt. Sometimes, change can turn into an opportunity.
Most major adjustments to projects are generally well-received. Everyone has to acknowledge that the ship is turning. But the little stuff can be much less noticeable, even though it has just as significant of an impact.
It’s like losing weight and seeing your partner or spouse versus seeing an old friend. Your partner sees you every day, which makes the small changes in appearance harder to notice. The old friend will be shocked by the massive adjustment.
Ultimately, going with the flow of change can mean greater benefits for your organization and project. Other organizations will see how adaptable you are and might be more willing to start new projects with you.
And adapting the project itself can better develop the relationship with your customer because they see you and your team going the extra mile.
How to Manage Scope Creep
But if you are knee-deep in some scope creep and have difficulty steering through it, we’ve got good news for you.
First, Every Project Manager Has Been There
There is no need to panic. Every single project manager, portfolio manager, and every other kind of management role has had a project leave the boundaries of its original scope. Look to those around you for guidance or helpful ideas in those moments.
Communicate With All Stakeholders
Your project functions best when everyone is on the same page. Communicate the facts of scope creep with all relevant parties in detail. Be sure people understand the potential issues and implications involved in scope creep. Explain how this circumstance changes the path forward.
This is especially important when requesting more funding and resources. Be honest, answer their questions, and navigate the rest of the project with as much grace as possible.
Track Every Single Change
Seriously, get everything in writing. Save everything. Document every change in detail so that there is a clear paper trail from the original scope to the new one. It will make answering questions or dealing with misunderstandings much, much easier.
Plan Like Things Will Go Wrong
At the end of the day, you can’t anticipate every alteration, but you can have something in place for when some aspect of a project surely goes wrong. Project managers need to communicate clearly, adjust with ease, and try to make this whole experience go as seamlessly as possible.
That job is quite hard. Be kind to yourself. Be understanding with those around you. Flex those communication skills and be prepared for when aspects of a project go wrong.
It’s almost a guarantee that something, somewhere along the way, will go wrong, but you can make the mess a bit less messy if you know how to avoid scope creep in project management.
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