Project Management: ROI Means Making Peace with Scope Creep by Mark Radtke, Process Change Expert

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Scope creep is one of the bogeymen of project management, but its bad reputation isn´t entirely deserved. If properly factored into your project management plan, scope creep can make the difference between a merely adequate result and a home run.

The first three elements of the plan aren´t difficult to identify. Project managers begin their planning process by determining time (deadlines and critical paths), money (costs and contingencies), and resources (the people and equipment needed to complete the project). It takes skill to keep these three in balance, as each element affects the others. Scope is the elusive fourth element -- the strategic goals and requirements of the project. Scope can be difficult to pin down at the outset and is easily overlooked by inexperienced project managers.

Scope creep comes into play after budgets, timelines and resources have been approved and the project is underway. As the involved parties become more familiar with the project and see its potential, they request new features that aren´t in the original project management plan. Without additional money, time, and resources, adding new features can take the project management team off track. Unmanaged scope creep can lead to missed deadlines and cost overruns.

On the other hand, those new features may greatly improve the final project outcome. Stakeholders often don´t see the possibilities until the project starts to take shape. When scope creep enters the picture, project managers can react in two ways: 1) "you made your bed, now lie in it." The project manager holds firm to the original plan, even if it subsequently appears inadequate. 2) "Let´s talk." The project manager works with the stakeholder to evaluate options.

What causes scope creep?

Experienced project managers recognize the early warning signs of scope creep before the project even begins. Symptoms include:

• Insufficient requirements at the outset. Stakeholders don´t know what they don´t know, but the project manager can help spot missing considerations.

• Underestimating project complexity. When two different consultants arrive at different estimates of the time needed to complete a project, consider that one may have insight that the other one doesn´t. The project manager is responsible for anticipating issues that may arise, based on the complete and accurate information you provide.

• Lack of early stakeholder involvement. Experienced project managers don´t assume that they know stakeholders´ needs. They work with stakeholders early and often, not just in the product testing stage when resources are already spent.

How to handle scope creep

Scope changes won´t de-rail your project if you´re ready for them and plan accordingly.

• Anticipate change and build it into your project management plan. The best project managers work to gather 60-70% of stakeholders´ requirements at the start, and then involve users to define the remainder. They advise stakeholders that their initial scope is likely to change and recommend factoring that into the plan. If it´s part of the plan, it isn´t scope creep.

• Define and prioritize must-haves vs. nice-to-haves. Save the nice-to-haves for another day and concentrate on the must-haves that will offer a true return on investment.

• Establish a formal change management process into your project plan. Your project management team should record each change request, assess it, plan for it and re-validate requirements to set proper expectations.

The combination of realistic expectations and consistent communication not only prevents scope creep; it results in scope bliss. Work with your project manager to plan for changes in scope, and don´t think of it as a negative. Manage scope creep properly, and you´ll end up with the product you really want.

To learn more about project management essentials, please e-mail mark@BATMANNConsulting.com

www.batmannconsulting.com