How do you handle scope creep & change requests?

How do you handle scope creep & change requests?

Navigating the Shift: Managing Scope Creep Like a Pro

​In the world of project management, "scope creep" is often whispered about like a ghost story. One minute you’re building a simple landing page, and the next, you’re somehow responsible for integrating a full-scale CRM and a chatbot named "Gary."

​Uncontrolled growth in a project's scope without adjustments to time, cost, and resources is the leading cause of project failure. Here is how I keep the boundaries firm while staying agile.

​1. The Foundation: A Crystal-Clear Statement of Work (SOW)

​Scope creep usually starts with ambiguity. If your SOW says "the app will have search functionality," that’s a trap. Does that mean a basic keyword search or a fuzzy-logic, AI-powered predictive engine?

  • ​The Fix: Define what is In-Scope and, more importantly, what is Out-of-Scope.

​2. Establish a Formal Change Control Process

​Change isn't the enemy; unmanaged change is. Every request must follow a standard pipeline:

  1. ​Request: Submission of the change.
  2. ​Impact Assessment: How does this affect the timeline, budget, and quality?
  3. ​Approval: Stakeholders must sign off on the trade-offs.

3. The "Yes, And.." Approach

​As a PM, saying a flat "No" can damage relationships. Instead, I use the Iron Triangle (Scope, Time, Cost) to negotiate.

​We can certainly add that feature. However, it will push the launch date back by two weeks, or we can increase the budget to bring on another developer. Which would you prefer?

​4. Vigilance in the Daily Stand-up

​Scope creep doesn't always come from the client, sometimes it's "gold plating" from the team adding extra features because they think it’s "cooler." Regular check-ins ensure everyone stays focused on the Minimum Viable Product (MVP).

​The Interview Answer: "How do you handle scope creep?"

​The Approach: Focus on communication and process.

​I view scope creep as a breakdown in the original agreement, so I handle it through a structured Change Control Process. First, I evaluate the request's impact on the 'Triple Constraint': time, cost, and quality.

​Instead of saying 'No,' I present the stakeholders with the data. I’ll explain that while we can accommodate the new requirement, it will require a trade-off-either extending the deadline or de-prioritizing a different feature. This keeps the client in the driver’s seat while protecting the team’s bandwidth and the project’s integrity.






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