Analyzing Scope Creep

Scope Creep by our books definition is “the natural tendency of the client, as well as project team members, to try to improve the projects output as the project progresses.” (Portny, et al., 2008) I’m supposed to use an example of my personal or professional life to show how scope creep can affect the outcome of my objective. Somehow the only thing that I can really think of right now is on a personal level.

Every year we plan a week long family trip where we rent a house and bring all the items we are going to need, clothing and food, for that week. We never really start packing until the night before we need to leave. I do create a list of things to take and plan a schedule for us to follow, and in the morning we begin loading the car, with a set time to leave. We set the time based on how long it is going to take us to get to our destination, keeping in mind how long it is going to take us to load the car and leave. Of course, as we are loading the car one of the kids is always running back into the house because they forgot something or to use the bathroom. The adults are also guilty of this creep. As a result, we always end up leaving between 30-60 minutes later than intended, thus delaying our arrival and sitting in traffic.

Like many projects we all begin, we always have a schedule that needs to be followed. There are deadlines in everything we do in life. The biggest enemy to our deadlines is scope creep. “The best approach is to set up a well-controlled, formal process whereby changes can be introduced and accomplished with as little distress as possible.” (Portny, et al., 2008) “Scope creep can originate from several sources and is a leading cause of project failure when handled poorly.” (Doll, 2001)

In 7 Steps to Avoid Scope Creep, Shelley Doll offers steps to take that will help prevent delays in a project. I’ve listed them below:
Use the following guidelines to set yourself up to successfully control the scope of your project:(Doll, 2001)

1. Be sure you thoroughly understand the project vision. Meet with the project drivers and deliver an overview of the project as a whole for their review and comments.
2. Understand your priorities and the priorities of the project drivers. Make an ordered list for your review throughout the project duration. Items should include budget, deadline, feature delivery, customer satisfaction, and employee satisfaction. You’ll use this list to justify your scheduling decisions once the project has commenced.
3. Define your deliverables and have them approved by the project drivers. Deliverables should be general descriptions of functionality to be completed during the project.
4. Break the approved deliverables into actual work requirements. The requirements should be as detailed as necessary and can be completed using a simple spreadsheet. The larger your project, the more detail you should include. If your project spans more than a month or two, don’t forget to include time for software upgrades during development and always include time for ample documentation.
5. Break the project down into major and minor milestones and complete a generous project schedule to be approved by the project drivers. Minor milestones should not span more than a month. Whatever your method for determining task duration, leave room for error. When working with an unknown staff, I generally schedule 140 to 160 percent of the duration as expected to be delivered. If your schedule is tight, reevaluate your deliverables. Coming in under budget and ahead of schedule leaves room for additional enhancements.
6. Once a schedule has been created, assign resources and determine your critical path using a PERT Chart or Work Breakdown Structure. Microsoft Project will create this for you. Your critical path will change over the course of your project, so it’s important to evaluate it before development begins. Follow this map to determine which deliverables must be completed on time. In very large projects, I try not to define my phase specifics too early, but even a general plan will give you the backbone you need for successful delivery.
7. Expect that there will be scope creep. Implement Change Order forms early and educate the project drivers on your processes. A Change Order form will allow you to perform a cost-benefit analysis before scheduling (yes, I said scheduling) changes requested by the project drivers.



I want to close by posting a list I found over the internet that suggest 4 simple steps that will help in avoiding and deterring scope creep. 4 Ways to Kill Scope Creep by Thursday Bram (Bram, 2010)

1. Glad to help-here’s a new estimate
2. I can’t meet the deadline
a. “One of the biggest problems with scope creep is that it can wreak havoc on a schedule, sometimes to the point that you simply can’t finish the project by the deadline. And if you’ve got projects stacked up, even a small change in the deadline can cause you problems with your own schedule. In such cases, you have to offer the client some alternatives. Those can include changing the time table significantly, as well as bringing in a sub-contractor. Some clients simply are on a tight deadline. It may be up to you to be the bad guy and tell them that extending the project’s parameters just isn’t an option due to the timing. While this is a problem that can be solved with more money, it’s typically very expensive — getting a sub-contractor up to speed or agreeing to work more hours for a rush fee can inflate a price tag quickly — and it may not be something you’re willing to do. There are only so many hours in a day, after all, and you may have other commitments that must come first.” (Bram, 2010)
3. Yes, but
a. “Sometimes, making both the price and time work is a matter of changing out other factors.” (Bram, 2010)
4. No
a. “It’s important to try to keep all communications about scope creep as calm as possible. While it’s easy to get frustrated at a client for piling request after request on top of an existing project, not all clients really realize that’s what they’re doing. But sometimes clients want more than what the project originally called for, without having to pay more. If that point comes around, the only option you may have is to put your foot down and say no. It may not be the best option for maintaining a long-term relationship with the client in question — but losing a client who doesn’t consider your time worth paying for is probably not the worst thing that’s ever happened to you.” (Bram, 2010)

References
Bram, T. (2010, February 9). 4 Ways to Kill Scope Creep. Retrieved from Freelance Switch: http://freelanceswitch.com/clients/4-ways-to-kill-scope-creep/
Doll, S. (2001, March 13). Seven steps for avoiding scope creep. Retrieved from TechRepublic CIO50: http://www.techrepublic.com/article/seven-steps-for-avoiding-scope-creep/1045555
Portny, S., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. (2008). Project management planning, scheduling and controlling projects. Hoboken, NJ: JOhn Wiley & Sons, Inc.