Managing a project can seem like an easy task. You write and get a project initiation document approved, calculate a budget, detail a plan, get hold of some resources and voila, you’re on the easy road to delivery.

Well not quite, because in most projects the question of scope tends to rear it’s ugly head with depressing frequency. There is no rational explanation for it other than that Business Stakeholders tend to suddenly become unclear on what exactly they want delivered as soon as the project starts.
 
One of the reasons for this occurring is because the scope statement has not been carefully detailed in either the Project Charter or the Project Initiation Document. This coupled with the fact that Stakeholders suddenly start having second thoughts about the requirements they want delivered, and before long, the project is in the midst of the dreaded scope creep.
 
 This often arrives completely unnoticed. Scope creep tends to starts with some “blue sky” thinking by Business Stakeholders regarding how the deliverables can be improved by the addition of new functionality. Alternatively it starts when questions are raised at a more senior level over why certain functionality specified is being delivered. This often leads to panic and a sudden desire to change the scope, or add in additional functionality.
 
Now of course if enough contingency was already defined in the plan at the beginning this can to some extent be managed. However this is rarely the case. The result is that too many project manager’s find themselves forced to desperately try to find a way to deliver additional or changed requirements within the same timeframes and to the same budget, usually it has to be said, with little success.
 
If not stemmed immediately this desire to change scope can all too quickly lead to deliverables spiralling out of control. This is particularly the case when utilising SCRUM as a software development methodology since it is harder to contain badly defined scope on these types of projects.
 
Before long something has to give. Either the budget and timeframes need to be increased substantially or the requirements finally nailed down. However in numerous cases, the Organisation simply throws in the towel and decides to scrap it altogether.
 
This is why ensuring a detailed initiation document or charter is written and adhered to is absolutely vital for successful delivery and launch. Otherwise allowing scope creep to take hold simply leads to the project manager fighting a losing battle. This usually only ends when finally it is beyond recovery.
 
It is for this reason that Scope Creep not only destroys projects, but also reputations and careers. Ignore it at your peril!