As explained in our last article, when the project’s requirements go beyond those included in the original plans, without any permissions and authorizations, the project enters into Scope creep.
To prevent Scope creep from entering your project, first, we must determine if our scope creep is External or Internal.
External scope creeps are:
Customer requests
Environment shifts
Changes in technology
Internal scope creeps are:
Product improvements
Process changes
After we’ve decided if our scope creep is external or internal, here are some of the solutions to deal with it.
Always have a written contract
First, before signing contracts, you must have clear requirements and accommodate constructive criticism of the initial proposal. The project manager sets ground rules and expectations for stakeholders’ involvement. Stakeholders should know the deliverables, required resources, cost, and time to complete the project. With all of that information, all agreements should be documented in writing to point to if disagreements arise.
Use project management software to keep everyone on track
Project management softwares are used by a wide range of industries for project planning, resource allocation, and scheduling. Most successful organizations, teams, and individuals rely on software for project management because it offers many undeniable key benefits:
Enhanced productivity
Centralized file and data access
Simple task management
Transparency between team members
Real-time goal setting and progress tracking
Accurate resource management
Better collaboration and communication
Host a kick-off meeting
When all pieces of information are gathered, the project scope is ready, and you have considered all kinds of negative influences on your project, host a project kick-off meeting including all of the project stakeholders. During the meeting decide who can make formal change requests and how the requests will be evaluated, accepted, and performed.
Know when to say no
For some people, this is maybe the hardest thing to do. Most of them don’t want to be considered rude, or they just don’t want people to think that they are not competent for this job, but trust me – the worst thing is to nod your head.
Au contraire my friends, with a determined stand, you will get respect from your stakeholders, and your team members. Also, sometimes your firm “NO” will show them that you KNOW what you are doing.
Triple constraint model
This is a tool to decide if the change in scope is acceptable. There are three most significant project elements in the model:
Project scope
Time (schedule and deadlines)
Cost (budget, required resources, and people who will work)
The scope, time, and cost link and impact each other. Thus, there are some things to consider for making a successful change.
Changing one constraint will affect the other two; thus, it is essential to prioritize among scope, time, and cost.
Project manager should consult with the sponsors and stakeholders to get their approval if a change needs to be made.
Prioritizing an element of the triangle helps direct the project to different conditions so that the project will succeed.
Understanding the triple constraint model is a method for evaluating the changes and a key to scope management.
Farewell Scope creep
To summarize the whole thing, if you prepare a clear vision of your project a.k.a. project scope, you make your plans visible to your team members, stakeholders, and sponsor, prioritize tasks throughout project management software, and prepare a well-defined path to the desired outcome, you will be able to save a lot of time and money, energy, and eye-rolling from you and your team along the project.
