Rethinking Scope Creep — 5 Strategies to Embrace Change in Client Projects
TL;DR:
- Change in any project is inevitable and adapting to change is critical for project success.
- Scope creep is uncontrolled constant change. It can lead to issues with timelines, budgets and quality.
- Scope creep can be caused by any combination of good intentions, poor scoping and lapses in project management.
- There’s several ways to get a jump on scope creep including having the right mindset, processes and tools — including time tracking.
You’ve likely experienced it before — regardless of where you work or the size of your business — it’s scope creep and can push your project management skills (not to mention your patience and sanity) to the limit.
A Quick Refresher on Scope
Before the ‘creep’ there’s the ‘scope’.
Most projects generally start with some sort of discussion to establish a project scope. In services businesses, this conversation takes place with the client and they’re often the one who sets the project scope (at least initially).
A project’s scope is the work to be done. What you and the client have agreed will be delivered at the conclusion of the project — what ‘done’ looks like.
How involved or detailed a project scope is largely depends on what processes or policies you (and the client) follow. It might be a simple handshake, a one page document or a detailed scoping specification that’s hundreds of pages in length.
Regardless of the format, the project scope will usually include things like:
- Project objectives and goals
- Major tasks and deliverables
- Resources
- Budget
- Schedule or Timeline
A good project scope should build a shared understanding between you and the client so that you both know where the project is going and how you’ll get there.
Change Happens
So you kick off the project, lock in the scope and then come back when it’s done right? Not quite…
Change in any project is inevitable. The reasons are infinite; clients shift their thinking, markets move, teams change, obstacles emerge, technologies advance and competitors progress and pivot.
Managing these changes and their impact on your project can be challenging. And when these changes lead to repeated and uncontrolled growth in a project’s scope after the project begins — this is what we call scope creep.
Is Change Bad?
So what’s the big deal with change and scope creep?
Being adaptable, embracing change and staying agile is what everyone’s about these days right? It says so on my linked in profile and my company’s website!
This is all true — without adapting during a project there’s a greater chance we’ll miss opportunities that emerge or fix problems that arise.
The problem is when we keep changing, adding or tinkering — we introduce risks…
Delays
Scope creep often delays the completion of tasks, overall delivery of the project itself and, most importantly, the ‘time to value’ for our clients (the time it takes for the client to benefit from work you’ve completed and delivered).
Financial
Scope creep can also blow your budget or eat into profits if you’re working on a fixed price basis.
Quality & Complexity
When we keep adding to a project’s scope, something has to give. If timelines are tight this might mean rushing things through, or we might add so much complexity that we compromise the end result. Sometimes the adage of less is more is true.
Examples
Freelancer Example
You’re a graphic designer hired by a client to create marketing materials including magazine ads and social media designs.
Halfway through the project the client decides they would like to re-brand their business and add an online video to the mix.
You’re excited by the extra work but you agreed on a fixed price contract up front with the client and they’ve already paid in full.
Also, the re-branding needs to be completed before the magazine goes to print and the pressure is stifling your creativity.
Enterprise Example
You’re a project manager at a software consultancy and a stakeholder from your largest (and most profitable) client has asked if you can squeeze in a couple of minor features into the current sprint that’s due for release next week and keep it on the ‘down low’.
The project is already behind schedule and you’re keen to keep the customer happy so you agree to the changes (they seem pretty trivial) but once the development team makes a start, it turns out there’s a lot more to it than first thought and some serious changes are going to be needed.
Why does Scope Creep Happen?
Good intentions
No one ever sets out to screw up a project. If anything it’s the opposite mindset that leads to scope creep — it’s the wanting to leave no stone unturned, to exceed expectations and to keep everyone happy that causes problems.
This psychology of perfectionism can trap you with thoughts of “just one more thing” and you need to look out for this from all stakeholders in a project including ourselves.
Poor Scoping
When projects kick off, it’s often an exciting time. People are keen to roll up their sleeves and get to work, and then there’s the deadlines which spurs everyone on.
This means that sometimes we skim over project scoping and just scratch the surface. Typically there’s been plenty of discussion to get to this point of the project and there’s an unspoken assumption that everyone is on the same page.
Additionally, scoping can seem like unimportant pre-ample, or process for the sake of process, because it doesn’t produce anything that the client can use or sell. If I had a dollar for every time a client has asked to reduce the time allocated for scoping (or remove it entirely), I’d be rich!
Another problem can be when people get caught up in the methodology or format used for scoping. Many teams and businesses have mandated document templates and specific designs and there’s a mentality that if the scoping document isn’t pretty enough, thick enough, or have the right business speak, it won’t be taken seriously. Ironically, these things can do more harm than good and what’s important is discovering, communicating and understanding the relevant information to set out a project’s scope.
Poor Project Management & Time Management
Project management is part science, part art and there are no silver bullets. Everyone has to find their own style and no one makes the right decision 100% of the time.
Managing scope creep is no exception.
Here are a few areas where project managers can be caught off guard when it comes to scope creep:
- Failing to gauge the potential for change in a project before work starts.
- Not picking the right methodology and billing approach for a project (for example, agreeing to a fixed fee for a highly dynamic project).
- Getting scoping wrong. Not asking the right questions or talking to the right people.
- Not having the a strategy or process for dealing with change that fits with the client and your business.
- Not keeping track of time spent on project tasks and the resulting impact on budgets.
- Poor communication and expectation management with clients — knowing when to provide options, be firm etc.
- Not keeping an eye on changes that come from inside your team or organisation (for example, technology changes)
How to Beat the Creep?
Here are our top 5 recommendations to manage change and minimise scope creep.
1. Stay client focused
If you only remember one thing from this article, make sure it’s this one.
Being laser focused on the client’s goal for the project is your number one priority and will help provide a litmus test when competing priorities come calling.
Do potential changes help you get closer to the client’s end goal and if so, how do they stack up in terms of impact relative to other tasks?
2. Be Tolerant
Remember that when people from your team/organisation or the client talk about potential changes, it’s likely coming from a good place.
Everyone wants the project to succeed and will, at some stage of the project, have their 2 cents about what should change since work started.
3. Pick the Right Project Management & Billing Approach
One size does not fit all. Sticking to one particular project management approach or methodology means that you’ll be hamstrung when it comes to working with different clients and projects.
At the start of any project try and get a feel for the following:
- How clearly defined is the project and its scope?
- How large is the project and how long is it likely to take?
- How much risk is there overall and how dynamic are things likely to be?
The answers to these questions will help you work out:
- How you will bill the client (for example, fixed fee vs time and materials).
- How often you should test, get feedback or deliver/deploy/release etc your work.
- How you’ll manage tasks and how far ahead you should plan.
Common sense dictates that the more unknown, the bigger/longer and riskier the project the more flexible you and the client will have to be. This might mean avoiding billing on a fixed fee basis, releasing things in smaller chunks and adopting a more adaptable way of working so that changes can be incorporated without a long winded process.
Conversely, for smaller projects where the scope is clearly defined and risks are lower you could consider giving the client the security of a fixed fee contract but with provision for additional work at an agreed rate.
4. Pick the Right Projects and Clients
Another consideration is what projects you and your team are suited to.
It can be hard to turn down work but it might make things easier in the long run if you work out which projects and clients are the right (and wrong) fit for your business.
This means reflecting on the skills and experience you have at your disposal as well as what you enjoy doing and which projects you’ve done well at previously.
5. Pick the Right Tools
We live in a technologically advanced world, there are thousands of tools at our disposal. Picking the right tool stack (combination of tools) will help you stay on top of project scope as changes come along through the life of the project.
Communication Tools — whether it’s email or chat tools like Slack — communication tools are vital to keep everyone on the same page and manage change.
Things to consider when it comes to communication tools:
- How will you communicate and collaborate with customers?
- How will you communicate and collaborate with team members and other stakeholders?
- What information should be shared with clients and what’s better kept internal?
Some popular communication tools (that aren’t email) include: Slack, Microsoft Teams, Facebook Workplace & Flock.
Pro tip: Don’t forget the value of face-to-face meetings and phone calls when it comes to communication.
Time Tracking Tool — Regardless of what billing approach you’ve chosen, a good time tracking tool is critical to keep your project accounting in order.
Things to consider when it comes to time tracking tools:
- Does it it fit with the billing approach you use for projects (for example, fixed fee vs time and materials)?
- Does it offer a great experience and encourage people to enter time?
- Does it help point out when people have missed or forgotten to add time?
- Does it help you predict future billables and hours?
- Does it make invoicing and billing easy?
- Does it make it easy to track budgets and show clients what’s been done?
We’re a bit biased but we think Hourly is a great choice. Some other options include Harvest, Toggle & Replicon.
Project Management Tool — Project management tools are necessary for keeping track of what needs to be done and in what order.
Things to consider when it comes to project management tools:
- Does it it fit with your chosen project management methodology/approach?
- Can it be easily customised to match your workflow?
- Does your team like it enough to use it day in day out?
- What information should be shared with clients and what’s better kept internal?
Lightweight project management tools like Trello are gaining popularity because they’re fast and easy to use. Other options include: JIRA, Asana, Basecamp, Monday.com & Float.
Examples Part 2
Let’s return to our earlier examples to see how these strategies could be applied.
Freelancer
You talk to the client, explain that you don’t think you’ll be able to deliver work that’s up to your usual standards in the available time frame and show them where you’re at with the various deliverables.
You let them know what you could get through by the magazine deadline and let them prioritise what’s important. You also give them an estimate for the additional work and explain that it wasn’t accounted for in the initial fee.
For future projects you include additional options — like rebranding and online videos — on your proposals for the client to consider.
Enterprise
You go back to the client, explain what the developers have discovered and that you you feel that rushing the changes through would pose risks that you’re not comfortable with.
You work with them to review the current list of tasks, pointing which ones you consider most important for the project objectives and how long they’ll take. You and client identify several tasks to defer that are lower in priority.
You also discuss the idea of allocating time in the next cycle for changes or new items.
In the End…
Sometimes, scope creep is inevitable when bringing a new project to life. The main thing to take away from this article is — be able to identify when scope creep is happening and manage the changes as they arise. The strategies outlined in this post should assist you in keeping the scope creep monster away.
