When you know there’s a risk of scope creep, but both the project sponsor and customer both want to go ahead.
What would be your first step? Keep explain or start the preparation for potential risk. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
The risk of scope creep is imminent in most projects. Some blame it on VUCA, increased speed of changes or diminishing skills in the work force.
You should formally document it as a risk and analyse potential effects on business case (if there is any this might be the most powerful to influence the sponsor), schedule, cost, satisfaction etc.. Also, consider several risk mitigation options (using Scrum, tight change control, appropriate contingencies, dividing the scope in smaller bunches/projects, finding new benefits/sponsors ..). This creates a statement that should help you explain. If the sponsor still choses to accept the risk as documented and not implement anything, you at least have CYA.
On the other hand, understand you are the guy who is expected to make it happen, regardless of circumstances. So do not shift responsibility too early. Saving Changes...
First step is to formally document the change in scope and obtain the necessary approvals IAW your project management plan change control/ configuration management process. I've seen too many cases where this did not occur which then typically leads to disastrous results depending on the changes. If the project sponsor is willing to accept any risk, schedule, or cost changes there is no issue so long as it is formally documented and has the necessary approvals. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Follow the defined project change management process. Saving Changes...
Michal GalazkaPM Coach & Mindsonar Consulant| I help Project Managers deliver projects more effectively & with a smile :-)Poland
To step aside from the PM standard procedures: if in your opinion the risk is high you can invite main (or even all) stakeholders to a brainstorm session and ask them eg. 4 cartesian questions concerning "going ahead". This should considerably raise their awareness of the consequences of the final decision, whatever it will be. Saving Changes...
Kimberly ChavezPlatform Program Manager, Integration| BrightspeedOverland Park, Ks, United States
Are there other projects this could impact? What type of project is it? What are the risks financially, to your resources, to your timeline? If there are multiple variants to these answers that will affect how you move forward. Definitely document and without question communicate all of that to your sponsor and your customer. If there are multiple variants and they still want to proceed regardless of the affect on your other projects (assuming there are more than one) then you will need mitigation, contingency planning so it doesn't have a domino effect. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Document the change and perform impact analysis and present to the sponsor . Only if the Sponsor signs off , do you proceed otherwise you must not proceed with the change Saving Changes...
Mikel SteadmanPMO Leader| Development Dimensions InternationalTroy, Nh, United States
Hopefully, you defined a Change Request process. The Change Request process is critical to communicate to the stakeholders and steering committee at the kickoff of a project.
We have a very thorough process that requires several team members to conduct analysis on the impact of the change to our program/project.
If you do not have this process, document the change, analyze the impact to schedule, resource capacity, and cost, report the findings and get sponsor and Steer Co sign-off. Then communicate the change widely. Saving Changes...
Karl TwortSenior Project Manager| Fresh EggUnited Kingdom
The only way to identify scope creep is to ensure there is a clearly defined scope in the first place. This then becomes the tool to lever the risk management and change control process. Any stakeholders making decisions on a project which introduce scope creep need to understand impact to the triangle. As a project manager, your role is to track, advise and manage the stakeholders expectations, based on the original agreed scope of the project. Saving Changes...
Establish boundaries. In my work, the administrative cost to change is very large so there is always the tendency to say, "while we are in there, let us also fix this other problem from our next-change log" because they are more efficient to do at the same time. That not only continually expands the cost, but can also put other work on pause until the next change is added to the scope.
We often say, the change has to buy its way onto the program. If you cannot show us the ROI, it does not get added. If it is not ready by a specific date, the other work must proceed with or without the nice-to-do but not need-to-do change. I have had to tell my own senior leadership team that if we cannot lock down the baseline, then I need explicit direction on what changes we can still entertain because everything stops until we have an approved plan. They instead opted to lock down the baseline and use the formal change process for any additions. Saving Changes...
