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| When I first became familiar with the work of project managers, I thought the term “scope creep” was amusing. I pictured a slow version of the gelatinous substance that was the namesake of the horror movie “The Blob.”
Of course, scope creep is not amusing at all. To see a project’s requirements grow and grow, almost unstoppably, while schedule and budget remain the same, is one of a projects manager’s ultimate horrors. And unfortunately, scope creep itself is creeping. PMI’s Pulse research shows that scope creep now affects 52% of projects, up from 43% five years ago.
July PM Network® dives into the creeping creep and looks at what might be causing this trend. Heightened expectations and a faster delivery pace may to blame, but competition should never be used as an excuse for scope creep.
Scope creep can be tamed: Identify what’s out of scope at the start. Have more continuous and fluid engagement with key stakeholders. Tell them the consequences of the extra features they crave. Build contingencies and shorten the feedback cycle. Beware of those who say agile approaches eliminate the need to control scope creep.
Believe it or not, there is an upside to scope creep. Sometimes new requirements provide opportunities. With a project plan that considers the entire enterprise, project managers can justify scope expansions that create long-term value.
What are your experiences with scope creep? Do you also see scope creep “on the march”?
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Posted
by
Dan Goldfischer
on: July 02, 2018 01:22 PM
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