The three C’s of controlling scope creep

Projects rarely go perfectly according to plan. Results of a 2010 industry-wide survey show that almost 70% of projects failed due to scope creep; and 47% failed due to misunderstanding what the customer wants.

Scope creep is what happens when a project is allowed to grow bigger than the original anticipated size, without corresponding increase in resources, schedule and budget, due to a lack of project control. Here are three ways you can avoid falling in to this lethal trap.
 

1. Clarify business requirements

One of the most critical ways to prevent scope creep is to clarify the project scope and requirements with stakeholders from the very onset.

Never make assumptions. Ask questions to get the clarification you need, even if you feel a question may be dumb. Rephrase answers in your own words to further clarify your understanding.

Assess the business requirements document and make sure it is:

• clear and unambiguous, and uses consistent terminology. Using different terms for the same thing can cause confusion and is open to individual interpretation.
• detailed and complete in covering all requirements discussed.
• realistically achievable for your team, within the parameters set for budget, schedule, and quality standards.

Understand your client’s definition of success, in terms that are specific, trackable, and measurable by your team, or through the help of an online marketing company (e.g., “increase website traffic by 20% by May 31, 2014…”). Achieving schedule and budget targets won’t matter if your project doesn’t meet business goals and the client’s criteria of success.

Rather than passively let the client tell you what they think they want – which can lead to scope creep – making sure you understand their goals and objectives will empower you to provide expert counsel and advice and add value, by keeping their best interest in mind.

Clarify, clarify, clarify.

Reaching a consensus on the above with stakeholders is particularly critical at project initiation, so there is no doubt regarding scope boundaries, risks and limitations.
 

2. Collaborate on and communicate the Project Plan

Once business requirements have been fleshed out and clarified between you and all other stakeholders, you need to plan how the project will be executed.

Project management is continually juggling competing priorities to find a balance between budget, schedule, resource and quality goals and urgencies. Making sure your team is clear on the key drivers and changing constraints unique to the project, at all times, will help alleviate the risk of scope creep.

A solid project plan should

• Answer the “who, what, when, where, how, or why” questions so that every team member is clear on what needs to be done, and who is responsible for doing what in specific terms.
• Break requirements down to the smallest deliverable to help ensure that nothing falls through the cracks, and that every task required to meet the scope has been covered.
• Specify the criteria for when a task or deliverable can be considered 100% complete.
• Estimate how the project budget and schedule would be impacted if most of the risks identified at planning did occur; then translate this in to a contingency plan. For example, add buffers to your budget and schedule at the end of each sequence of tasks or phase. This is not to allow for scope creep, but rather, to allow for minor inaccuracies in estimates.
• Utilize valuable expertise and input from your team; your experience in managing previous projects; and your company’s database or repository of information recorded on similar projects

The more clearly and completely the scope is defined and captured in the plan, and communicated to the team, the easier it will be to avoid scope buildup later on.
 

3. Control change

Accept that change is an inevitable part of all projects and plan for it. An effective Change Control process helps you to stay in control of your project.

• Change control is more than designing a form. It is a well thought out process designed to facilitate working with your client to incorporate changes with the least disruption or negative impact to the project.
• Transparency is key to building trust with your stakeholders. Making stakeholders aware of your Change Control process from the very start of the project elicits their cooperation when their sign off is required on a change. It also make them accountable and mindful of how their actions – from delays in providing assets or approvals, to requesting changes – will correspondingly impact project schedule, quality, or cost. Stakeholder buy-in on the process also helps to better manage expectations. Good clients recognize that they will benefit from your organized, professional approach.
• Make sure that you and all stakeholders are on the same page in your understanding of what change is required, and its impact on the project, before obtaining approval to proceed. Document the details by updating budget and work back schedules.
• Finally, be consistent. Absorbing the cost of a few minor changes, or throwing in additional features that you think add value is a sure precedent for scope creep, and typically only makes clients unhappy with regular priced quotes on subsequent changes.

The key to effective change management is to stay in synch with clients and stakeholders from project initiation to delivery.

Scope change is inevitable in project management, but scope creep shouldn’t be.