Comments on: How Should the Project Manager Deal with Scope Creep? http://www.pmhut.com/how-should-the-project-manager-deal-with-scope-creep Sun, 12 Feb 2012 05:20:45 +0000 http://wordpress.org/?v=abc hourly 1 By: Nicholas Hawtin http://www.pmhut.com/how-should-the-project-manager-deal-with-scope-creep/comment-page-1#comment-18090 Nicholas Hawtin Mon, 01 Mar 2010 12:45:32 +0000 http://www.pmhut.com/?p=4883#comment-18090 What to do when you’re stuck in scope creep? Some suggestions for dealing with misconceptions. One of the many causes of scope creep is a misconception about what was and was not included in the original agreement. Disagreements can flare and a lot of grief and expense can be spared, if dealt with quickly. Hit the pause button. Temporarily stop the flow of change requests. This can give the project team time to catch up and implement the requested changes. Sometimes the implemented work eliminates the need for further changes – or alters them, thereby eliminating subsequent changes to the changes. Get the customer to reconfirm their change requests. Again, this also requires a temporary halt to give the project team time to incorporate the requested changes – this time in the solution design. Showing the differences between the original requirements and the new often sheds a new light on the changes. It is important to get the customer to confirm that they want the new changes – and depending on the project - are willing to pay for them. What to do when you’re stuck in scope creep?
Some suggestions for dealing with misconceptions.

One of the many causes of scope creep is a misconception about what was and was not included in the original agreement. Disagreements can flare and a lot of grief and expense can be spared, if dealt with quickly.

Hit the pause button.
Temporarily stop the flow of change requests. This can give the project team time to catch up and implement the requested changes. Sometimes the implemented work eliminates the need for further changes – or alters them, thereby eliminating subsequent changes to the changes.

Get the customer to reconfirm their change requests.
Again, this also requires a temporary halt to give the project team time to incorporate the requested changes – this time in the solution design. Showing the differences between the original requirements and the new often sheds a new light on the changes. It is important to get the customer to confirm that they want the new changes – and depending on the project - are willing to pay for them.

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