Scope creep
Scope creep refers to the gradual expansion of a project's goals and deliverables beyond its original boundaries, often leading to increased costs and delays. This phenomenon, sometimes described using terms like feature creep or kitchen sink syndrome, can occur in various industries, primarily within project management. It typically arises when team members identify new information that prompts them to suggest modifications to the project, believing these adjustments will enhance the final outcome. However, even minor changes can produce significant unintended consequences, similar to how slight misalignments in construction can lead to structural issues.
Several factors contribute to scope creep, including poorly defined project parameters, inadequate stakeholder involvement, and the overall length of a project. Often, project sponsors may not have a clear understanding of the processes or final objectives, which can lead to miscommunication and unverified requests for changes. To mitigate scope creep, it is essential for project managers to establish clear goals, define roles within the project team, and maintain effective communication. Additionally, utilizing tools like a requirements traceability matrix can help ensure that changes are carefully evaluated against the project's objectives. While some degree of scope creep may be unavoidable, managing it effectively is crucial to preserving the integrity and success of the project.
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Subject Terms
Scope creep
Scope creep refers to any change in the goals of a project that occur after the focus has been established. It is also called creeping functionality, feature creep, focus creep, and kitchen sink syndrome. Scope creep can waste time and money, hurt morale, and ultimately demolish a project. This issue, which was defined in the late twentieth century, is frequently addressed in the field of project management but is relevant in many industries.
Scope creep often emerges as a project progresses, and those involved discover new information. They often believe that they can improve the project by making changes to its parameters. Sometimes adjusting the scope of a project can be beneficial, but the consequences of making changes must be carefully considered. Generally, those involved far overestimate the benefits of changes and risk damaging the project.
Overview
Scope creep most often occurs within a project as individuals or teams uncover new information. Workers may make slight adjustments that they believe will improve the portion of the project on which they are working. Although the benefit seems obvious to the group, in the overall context of the project, a small shift may have unintended consequences. Like workers independently constructing four walls of a building, if one group makes a seemingly small adjustment of a few inches, when the pieces are brought together, the walls may not align.
Scope creep is caused by several common factors: poorly defined scope, poorly managed scope, poorly understood requirements, lack of involvement of sponsors/stakeholders, and the length of a project. Often the sponsor or stakeholder—the person or group with the need that the project addresses—does not see the scope as undefined. The sponsor is often not familiar with the process required to address the need, may not understand what the final goal is, and may not realize what is needed to complete the work. For example, a company may wish to build a new headquarters to better meet its needs but may not have defined those needs or considered how priorities might change in the future. Different departments may have unexamined needs. Project managers must ensure the end goal and the steps needed to complete the project are defined. Roles within the project team should be clear, and intermediate deadlines should be set to ensure all parts are on schedule and on track. Sponsors should communicate requests only to project managers, who should ensure workers understand the process for approving changes.
Many issues may arise within project teams. For example, those working on the project must be careful not to embellish work—a process called gold-plating—without authorization. Gold-plating may divert resources from necessary work to add perceived value that is outside the scope of the project. A requirements traceability matrix (RTM) or similar method can help ensure requirements trace back to objectives and trace forward to consider the consequences—for example, designing or testing may require additional time. The length of a project often contributes to scope creep, because the longer the timeframe, the greater the likelihood that features will be added. This may be avoided by dividing a large project into a series of smaller projects with clear goals and timetables.
While some scope creep is inevitable in most projects, it must be handled carefully. Communication between team members and project managers must be maintained throughout, and managers must objectively consider the benefits of any changes in scope.
Bibliography
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