Managing Changes to Scope

It is sometimes necessary to change or rescope a project in order to adapt to circumstances that were not known when you drew up the definition. You must manage these changes carefully to avoid any misunderstanding between you, your sponsor, and the client.

Defining the change

The golden rule when rescoping a project is to agree on all changes of scope in writing with the project sponsor. By creating a written record of all changes you create an audit trail that ensures that you and the sponsor have the same understanding of what the change is and why you are making it. Never agree to a change in scope before carrying out a full impact assessment, to identify how other features of the product will be affected, and developing a costed plan for how to deliver the change.

Communicate changes to all those involved in the project’s delivery as well as those who will receive the end product. If your organization does not have a standard “Changes to Scope” document format and you decide to create one, ensure it has a similar format to the original scoping document so that the two can be compared easily and the specific modifications highlighted. The document should be signed off by the client—to ensure that he or she wants the change; by you, to confirm that you can deliver it; and by the sponsor who ultimately has the authority to sanction the change.

Scope creep

The term “scope creep” is a term used to describe uncontrolled changes to the scope of a project. It is described as “creep” because the changes happen in such small steps that they go unnoticed until their true impact becomes apparent in the runup to implementation. Sloppy project managers sometimes blame “scope creep” when they fail to deliver features that they should have spotted in the initial brief. However, it can also be caused by clients changing their minds or trying to get more than they have paid for in a commercial project.

Common reasons for changes to a project’s scope

Indecision

The client changes their mind about what they want.

Usage change

The circumstances in which the end product will be used have changed.

Loss of resources

The resources available to the project change (the budget is cut or increased, for example, or people with vital skills are moved out of or into the project team).

Added benefits

New facts or technological advances would enable the project to deliver valuable additional benefits if the scope were modified.

Poor planning

It becomes apparent that the original scope is impossible to deliver within the set time or cost constraints.

A risk goes bad

The technology doesn’t work, for example, or a legal hurdle cannot be overcome.

New personnel

The client changes (a new person comes in with new ideas).