Portny, Mantel, Meredith, Shafer, Sutton, and Kramer (2008) define scope creep as “The natural tendency of the client, as well as project team members, to try to improve the project’s output as the project progresses” (p.350). After presenting the client with a general look and navigation structure, we met for a brainstorming session. He liked the initial design but he had some very specific ideas as well. The brainstorming session turned into a redesign marathon. After several hours of executing his ideas we had established a virtually complete design and structure. We concluded the meeting feeling comfortable with our progress. In the following days, I finished up some technical issues and essentially handed the project over, or so I thought.
As a friend, the client knew that I would be available for additional help, particularly with any technical issues, and he began managing the site smoothly. However, the more that he interacted with the site, the more ideas he developed. Hitt states to “communicate clearly what the plan entails” (2009, p.499) and Stolovich (Laureate Education, Inc., n.d.) insists to make clear, “This is where it begins. This is where it ends”. New graphics were creeping in along with more animation and interactivity. I liked the ideas and accepted the request. A little at a time, I would continue to add additional levels of interactivity. These changes were purely cosmetic so there was no clear deadline. Eventually the requests ended and the project was ultimately a success.
This project was certainly more of a personal nature than a professional one and the scope creep in this project came as a result of wanting to assist a friend. This can easily occur in a professional arena as well when the project manager accepts additional tasks with the desire of pleasing the client. Stolovich (Laureate Education, Inc., n.d.) states “Saying ‘no’ is one of a PM’s essential tools for controlling scope creep”. Had the scenario not been personally related, considering the impact of the request is a must. Learning to say “no” can virtually make or break a project with a strict timeline and budget.
Hitt, M. A., Miller, C. C., & Collela, A. (2009). Organizational Behavior: A strategic approach. (2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc.
Laureate Education, Inc. (Producer). (n.d.). Defining the Scope of an ID Project . [Video webcast]. Retrieved from https://class.waldenu.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_551248_1%26url%3D
Laureate Education, Inc. (Producer). (n.d.). Practitioner Voices: Overcoming Scope Creep. [Video webcast]. Retrieved from https://class.waldenu.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_551248_1%26url%3D
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.