“Change on projects is inevitable, so the possibility for
scope creep is also inevitable” (Larson, 2009).
During a recent project, my client asked me to create a digital application that will allow users to submit a lease application via her website. The SOW included the only the design and development of the digital application. She later discovered she needed more features and components added to the digital application. For example, she wanted to add an automated workflow that would allow her to approve/deny an application directly from her email. Then, she stated that upon approval of the application, she wanted the system to automatically send the lease agreement to approved applicants. Although the project was delivered on time, the budget was affected by the scope creep. I informed her of the additional cost and the SOW was updated to include the additional features.
In my
experience, clients often do not know what they fully want or need until they do.
This will lead to scope creeps. “Whether scope is initially unclear or it stays
vague as a project unfolds, if the product scope and its underlying
requirements are not clear and precise, it is a “breeding ground” for scope
creep” (Larson, 2009). When we started this project, the client knew she
wanted a digital application included on her website. During the testing phase,
she realized she needed additional features and components. As a project
manager, I am accustomed to scope creeps.
Sources
Larson, R. & Larson, E. (2009). Top five causes of scope creep ... and what to do about them. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.
