Analyzing Scope Creep

Scope creep is a common challenge in project management when a project's scope expands beyond its original plan without corresponding adjustments to resources or timelines.  This issue can arise from various factors, including stakeholder pressures, unforeseen technical difficulties, or organizational changes (Project Management Institute [PMI], 2021).  My experience as an Instructional Designer for the Defense Health Agency (DHA) highlights how scope creep can manifest and how it can be managed effectively.

Professional Example: Course Design for the DHA

In my role, I follow a contractual 90-day design-to-implementation timeline after the analysis phase of the ADDIE process.  This timeline begins once stakeholders approve the learning objectives, course description, and estimated course length.  Despite having a well-defined process, I often encounter challenges that lead to scope creep, including:

  1. Stakeholder Pressure for Early Delivery: Stakeholders occasionally push for faster delivery, creating tension and requiring clear communication to manage expectations.
  2. Technical Issues: Software malfunctions or corrupted save files sometimes necessitate redesigning parts of the course material, leading to unplanned delays.
  3. Team Dynamics: Onboarding new team members with a steep learning curve for the ADDIE process and course design software can slow progress.
  4. Personal Delays: Situations like illness, family emergencies, or injuries can also impact the project timeline.

Managing Scope Creep

To address these challenges, I rely on several strategies:

  1. Stakeholder Communication and Trust: Maintaining an open line of communication with stakeholders and fostering trust in my work process is essential.  By keeping stakeholders informed of delays and providing clear updates, I can manage expectations and minimize pressure for unrealistic timelines (PMI, 2021).
  2. Contingency Planning: Establishing contingency plans for potential technical issues, such as regularly backing up files and maintaining documentation of course designs, reduces the impact of software failures.
  3. Training and Support: Providing new team members with clear onboarding resources and mentoring helps them quickly adapt to our processes and software, minimizing delays caused by their learning curve.
  4. Self-Care and Work-Life Balance: Recognizing the inevitability of personal delays, I build flexibility into my schedule and communicate with my project manager to reallocate resources or adjust timelines as needed.

Looking Back: Opportunities for Improvement

Reflecting on these experiences, I recognize additional steps that could further mitigate scope creep:

  • Formal Change Control Process: Implementing a structured process for stakeholder requests for early delivery would allow for evaluating impacts on cost, time, and quality before accommodating such changes (Ajmal et al., 2022).
  • Risk Management Plan: A comprehensive risk management plan anticipating technical and personal delays would provide a framework for proactive rather than reactive problem-solving (Komal et al., 2020).
  • Resource Buffering: Allocating extra time and resources for onboarding new team members could ensure smoother transitions and mitigate the impact of their learning curve.

Conclusion

Scope creep is an inevitable challenge in project management, but it can be managed effectively through proactive planning, clear communication, and a focus on stakeholder relationships.  My experiences at DHA underscore the importance of trust and transparency in navigating these challenges while keeping projects on track.  By adopting additional strategies, such as formal change control and risk management, I can further enhance my ability to control scope creep and deliver high-quality instructional content.

References

Ajmal, M. M., Khan, M., & Gunasekaran, A., & Helo, P. T. (2022, August 3). Managing project scope creep in the construction industry. Engineering, Construction and Architectural Management, 29(7), 2786-2809. https://doi.org/10.1108/ECAM-07-2020-0568

Komal, B., Janjua, U. I., Anwar, F., Madni, T. M., Cheema, M. F., Malik, M. N., Shahid, A. R. (2020). The impact of scope creep on project success: An empirical investigation. IEEE Access, 8, 125755–125775. doi: 10.1109/ACCESS.2020.3007098.

Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK® guide) and the standard for project management (7th ed.). Newtown Square, PA: Project Management Institute.

Comments

  1. Kari HernandezDecember 8, 2024 at 6:39 PM

    Hi Holli! Thank you for sharing. A specific example you shared stood out to me, being stakeholder pressure for early delivery. I have encountered this example before, and it can cause the project team to become overwhelmed as an established timeline was set and approved before the beginning of the project. According to Campbell (2023), a requirements traceability matrix (RTM) can be advantageous to ensure requirements trace back to objectives and trace forward to consider the consequences—for example, designing or testing may require additional time. This may also be able to communicate to the stakeholders the importance of the allotted time. Do you have any experience with RTMs?

    Reference
    Campbell, J. (2023). Scope creep. Salem Press Encyclopedia.

    ReplyDelete
  2. WUEDUC6145ChristopherStangDecember 8, 2024 at 10:14 PM

    Hello Holli, Dr. Harrison, and Class,

    Holli wrote, “Scope creep is an inevitable challenge in project management, but it can be managed effectively through proactive planning, clear communication, and a focus on stakeholder relationships.” Of all the things I learned in 3 years of a 4-year law school program is one word, Voice. Everyone must be given a voice in what occurs. Each stakeholder as Holli points out must be given voice in the communications that take place. Leaving one stakeholder out can destroy a project. Better said leaving one stakeholder without communicative voice can diminish the ability of a project to meet expectations and benefit of each learner. I disagreed strongly with some things until I spoke to someone about an issue. Once I had their position, I could understand why the position was held. A key issue is not to let one stakeholder speak for another but to require and open the door for each stakeholder to speak for themselves (Meirkhanovam et al, 2023, p. 1).

    References

    Meirkhanovam, Y, Kupeshova, S. Bahauovna A., & Dzholdosheva, M. (2023).

    Project management in the system of education. E3S Web of Conferences.

    381. 10.1051/e3sconf/202338102014.

    ReplyDelete

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