Scope
creep occurs when a project is changed for improvement and can often have a
financial or timely effect. Portny et al
(2008) tell us that ‘avoiding scope creep is not possible. However, monitoring it, controlling it, and
thereby reducing some of the pain is possible…’ (p. 347).
I can personally relate to scope creep when I reflect on the
first play that I directed with a colleague in my past school. Firstly, the play was a huge success and
became an annual event. Initially, the
play was scheduled for one night with child performers between 6-11 years
old. The play was to be performed at
Christmas and we began auditioning students in September. The schedule and costs were monitored
carefully and stayed on track. The scope
creep we encountered was much closer to the performance date and was brought on
by the principal of the school. After
seeing rehearsals and seeing the talent of the young actors, she encouraged
that the play be performed for all who wanted to attend in the community,
versus the original audience of only parents and students. Extra flyers needed to be printed and an
additional performance night was added. Due
to the larger audience and larger venue that we had to change, we needed lapel
microphones for each child and ended up paying for an additional night for the
sound and light company. The cost of the
play escalated significantly. After the
second night, there was a request for an additional night the following
weekend, but we chose not to perform again as this would have been added
rehearsal time, added costs for the sounds and light and a little too much time
and energy for the young actors and parents who had not anticipated it.
The budget for the play came from the school and our
original project plan did not exceed this.
When the scope creep occurred, we explained the implications of the cost
increase on the budget and showed the principal the figures, leaving her to
decide if she wanted to continue. ‘Scope
Creep may not be altogether preventable, but managing a project requires brutal
honesty and courage to tell the client in a clear manner what they will get
from the project; and if there are changes outside of the scope they be made
aware of the cost overages and have the right to decide to pay for it or do
without’ (Speyer, 2010).
This was our first production and the
changes were unexpected but manageable.
As this became an annual event, we were better able to plan in following
years and checked in periodically with the principal with the original plan,
just incase she had any further requests!
References:
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 &
Son, Inc.
Speyer, B. (March 3, 2010). How to
Prevent Scope Creep from Ruining Your Projects. Retrieved from: http://websuccessteam.com/WSTblog/2010/06/how-to-prevent-scope-creep-from-ruining-your-projects/
