An incomplete list of Scope Creep and How Project Management Can Help. It’s not scope creep, because there was never a baseline scope. Instead, scope was being defined as the project developed.

Posted on by Jessica
  • Potential antidote: A charter, a statement of work, a memorandum understanding: Something in writing! Any document that outlines the project’s final deliverables (or deliverables) at project start.
  • Potential antidote – A change control process that formalizes requests for project changes.

“Ghost” stakeholders, who were not visible or obvious at the start of the project, appear later and add new requirements.

  • Potential antidote – A stakeholder analysis is done at the beginning of a project to identify all stakeholders.
  • Antidote: Get in the habit of asking throughout your project “Is anyone else need to know about this or approve it?”
  • Potential antidote – A strong sponsor or another senior manager who intervenes when necessary.
  • Potential antidote – A change control process that formalizes requests for project changes.

You do not know of a main decision-maker (a sponsor), or if they are not visible or obvious to you.

  • Potential antidote – A stakeholder analysis is done at the beginning of a project to identify your sponsor. Who is paying the bill for this project Who can pull your funds at any time? Who can provide more funds if you need it?
  • Potential antidote: A charter, a statement of work, a memorandum if understanding; something written! A document that outlines the deliverables at project’s beginning.

The project started without a deadline so work continues on the project indefinitely.

  • Potential antidote: A charter, a statement of work, a memorandum if understanding; something written! A document that outlines the deliverables at project’s beginning.
  • Potential antidote – A list of milestones and due dates (usually included as a charter).
  • Potential antidote – A change control process that formalizes requests for project changes.

As the project develops, customers continue to add requirements.

  • Potential antidote: A charter, a statement of work, a memorandum if understanding; something written! A document that outlines the deliverables at project’s beginning.
  • Potential antidote – A change control process that formalizes requests for project changes.
  • Potential antidote – A strong sponsor or another senior manager who intervenes when necessary.
  • Potential antidote – If your culture supports agile project management and rapid prototyping, this might not be a problem.

Endless rounds of revisions and edits can lead to increased work and additional time.

  • Potential antidote: A change control process that formalizes requests for project changes, including an increase of revision rounds than originally planned.
  • Potential antidote – A strong sponsor or another senior manager who intervenes when necessary.
  • Potential antidote – A detailed project plan that details the expected number and frequency of revisions.

The project manager is not comfortable resisting organizational pressures.

  • Potential antidote – A document that identifies project team members, and designates a project manger, which is made available to the wider stakeholder community.
  • Potential antidote – The PM uses his/her emotional intelligence in order to communicate effectively with key stakeholders
  • Potential antidote – A strong sponsor or another senior manager who advocates for the project manager and strengthens the PM’s authority.

Unexpected organizational, technical, or operational obstacles may arise