10
OPINION
Ten tips to mitigate scope creep
By understanding and addressing the factors that contribute to scope creep, project managers can mitigate its impact.
E ngineering consultants see it all too often. An agreed upon project scope expands as the project progresses, putting strain on time and resources. Uncontrolled or unauthorized changes to a project scope can easily compromise a project’s overall success or sour relationships among clients and consultants. At the very least, failing to properly manage project scopes results in a consistently lower return on effort and investment for consultants. Recognizing the specific patterns that lead to a wandering scope allows us to address the situation early and adhere to project targets.
Matthew Miller, PE, PLS
IT’S USUALLY JUST A FEW SMALL CHANGES – NO BIG DEAL, RIGHT? Slight additions or alterations seem harmless in isolation, but the cumulative effect of these frequent changes takes a toll on project resources, and the resulting impact can lead to distrust or unease among stakeholders. Expanding project requirements without amending the contract increases consultant workload while compensation and timeline remain unchanged. This strains project budgets and may also pull resources from other projects, compress timelines, and compromise the quality of work completed. HOW DO WE END UP IN THIS SITUATION IN THE FIRST PLACE? Scope creep is not all created equal,
and it’s not always preventable either. Most often, unexpected changes in project requirements can be traced back to inadequate planning, insufficient communication, failure to implement or uphold change control processes, or legitimate changes in project circumstances. When one or more of these factors exists, it provides opportunity for a scope to drift out of control. HOW DO WE RECOGNIZE AND STOP SCOPE CREEP? Clarity is king when considering potential scope changes. A thorough understanding of project details and clear communication among all parties in the initial phases sets the tone for the duration of the project. When all parties know what is included and
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THE ZWEIG LETTER SEPTEMBER 30, 2024, ISSUE 1555
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