According to research published by various sources, a large number of initiatives fail to achieve their original ambitions. Do you think scope management plays a key part in projects failing? What are some common pitfalls to avoid? Saving Changes...
It is one of the reasons why projects fail. Traditional project management have contracts in place that be a final stopper for the scope aspect. Agile projects make it tricky to control scope. Moreover, senior managers and management have a huge role to play in this. Even if a project manager comes with data and facts, bureaucracy still wins. So, in such cases, the project manager will have to deal with it and if the project fails, blame the project manager. I have been in those situations and there is very little to do in such situations. Checking with the client and your upper manager and explaining with facts and data usually solves the problem of scope creep but it doesn't work in all situations.
Knowing your project well from the beginning is also a crucial aspect to avoid getting carried away with the flow before realizing it is too late as well. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Varun, effective scope management is crucial for project success. I've witnessed numerous projects falter due to scope creep, which significantly hindered their success. Saving Changes...
Scope creep is a common problem. Initiating a new project comes with administrative overhead, so often there is a desire to add unrelated work to an existing project to avoid additional non-value added administrative burden. "While we're in there we might as well do XY and Z from our backlog also..." That can quickly spiral out of control.
One of the ways to avoid that is a having a clearly defined scope and rigorous change management. If the scope is ambiguous, it is much easier for everyone to tack on their nice-to-have wish list items. Saving Changes...
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
Effective scope management requires a balance between clarity, flexibility and control. Defining it precisely, managing changes in a structured manner and maintaining open communication with stakeholders avoids deviations and misunderstandings. Ongoing validation and proper documentation ensure alignment with strategic objectives. Success lies in finding harmony between rigorous planning and adaptation to the needs of the project, avoiding excesses without losing agility. Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
Scope management can play a role, but one should also look into the (unrealistic/unchecked) expectations that were set during project initiation. Planning fallacy can also play a role. Saving Changes...
Project Manager| AWR Development (BD) Ltd. Cox's Bazer , Bangladesh
Absolutely, scope management is crucial to project success! One common pitfall is not having a clearly defined scope at the beginning, which can lead to misunderstandings and misaligned expectations. Another issue is failing to involve stakeholders in the scope definition process, which can result in scope creep later on. Regularly revisiting the scope and maintaining open communication can help mitigate these risks. What other pitfalls have you encountered in your projects?
While controlling scope, some issues may arise, for example:
*Scope Creep: Changes to the scope, suggested by certain stakeholders, can overload the work required to complete the scope. This also requires proper stakeholder management to manage their expectations properly and, if the change is approved, properly manage it.
*Gold Plating: This occurs when the team, without authorization, adds extra features to the service or product being developed, which were not requested by the client but still involve costs and resources. Adequate controls must be in place to avoid this situation, which ultimately results in an unfavorable outcome. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Varun Jayaraman The Anatomy of Failure: When Scope Is Just the Surface.
The question “Does poor scope management play a key part in project failure?” carries new weight when seen through the lens of the article Two and a Half Decades of Project Failure.
What we find is not just a list of alarming statistics — it’s a mirror held up to systemic dysfunction.
From Bain to Gartner, from HBR to Standish, the data is consistent: 70% to 88% of projects fail to deliver on their original objectives. While scope is not the only factor, it is often the starting point — and frequently the first fracture.
Why does scope fail, even in “well-planned” projects?
- Scopes are designed for solutions, not problems.
Many initiatives begin with a set of technical requirements, often driven by politics or trends, not by validated needs or strategic clarity.
- Scope management ≠ meaning management.
One of the most common pitfalls is treating scope as a checklist of deliverables rather than a shared narrative of value and transformation.
As a result, teams “deliver” — but don’t truly generate impact.
- Blurry boundaries and absent sponsors.
Without strong change control mechanisms and engaged sponsors, scope becomes vulnerable to silent creep and tactical distractions.
- Overfocus on the iron triangle (scope, time, cost), ignoring perceived value.
The article shows many failures aren’t due to delays or budget overruns — but to projects that deliver outputs without real outcomes. This demands a redefinition of success.
So what can we do?
- Redefine scope as a strategic conversation with purpose, not just a “to-do” list.
- Use frameworks like NPSS (Net Project Success Score) or M.O.R.E. to measure perceived value and long-term outcomes.
- Co-create with stakeholders — don’t just collect requirements.
- Make the “why” behind every deliverable visible — using benefits mapping, not just work packages.
Conclusion
Yes, scope remains a critical piece of the project failure puzzle.
But not because it’s mismanaged in MS Project — it fails because we don’t treat it as what it truly is: a bridge between intention and transformation.
Thank you for opening this space for reflection.
And I highly recommend the article — because after two and a half decades of repeated failure, perhaps it’s time not just to learn from it… but to regenerate how we define and govern scope from the start.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
It is not about scope management. It is about do not understand you are hire to create a solution, where solution is equal to "the thing" to be created (product/service/result) plus the way to create it (call it project). Business analyst is accountable for the first part and project manager is accountable for the second part. This is critical to understand. When organizations does not understand it then it is impossible to achieve the objectives. From "the thing" features you create the project scope then it answer all related to your question. That´s all.
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1 reply by Luis Branco
Jul 01, 2025 4:15 AM
Luis Branco
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Sergio Luis Conte Thank you for your insightful comment highlighting a fundamental point: clearly distinguishing the solution (product/service) from the project (how to create it) is essential for effective scope management.
I fully agree that defining these roles—business analysts accountable for the solution and project managers for execution—is the foundation to avoid confusion and achieve objectives.
At the same time, my reflection builds upon this foundation: even when roles are well defined, many projects fail because scope is treated merely as a checklist of technical deliverables, without connecting to the ‘why’ and the strategic value behind them.
That is why I advocate for scope management to be a strategic, collaborative conversation focused on delivering real impact—not just completing tasks.
In this way, we combine conceptual clarity with a systemic approach that helps organizations transform intention into effective, sustainable outcomes
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