The Curse of the Scope Creep
Scope Creep may well be the #1 cause why projects, initiatives, programs and events don't meet expectations, targets and objectives. "The unplanned expansion in the size, requirements or parameters of a project." That's just one definition for what we all know and loathe as Scope Creep but let me add mine.
Scope Creep is the difference between getting what you want - and wanting what you get.
Have you ever stared blankly at the end results, looked to the heavens and screamed, "Where did it all go wrong?" Dear Heart you have been trampled upon by the insidious requirement crawl. Let me put it as unemotionally as possible.
Scope Creep is an insidious killer … it murders opportunity, results and returns. It strangles communication, personalization, involvement and willingness. It destroys relationships and fosters resentment, frustration and dissatisfaction.
Was that objective an unemotional enough? I strive for professional detachment.
The Cause of the Creep
No one starts out to manage a project that does a death spiral into a black hole. So, where does it come from?
Cause #1 is a "jump right in" mentality. The project begins before you investigate and take the time to think it through and develop attainable requirements.
Cause #2 is asking the wrong people at the beginning and listening to the wrong people along the way. It takes the right people, the high-level managers or executives who have a wide-ranging understanding of the desired results and the ultimate end-user, customer or audience. How many times have you watched people attempt to get everything decided before they show it to upper management only to have the entire thing get derailed because of assumptions?
Cause #3 is not clearly defining the desired results, the ultimate end-user and the boundaries of the project. Decide on what you are going to do and what you are not going to do. And determine the "language" of the job. We assume that everyone understands a “process” in the same way. Why are we doing this and what do we want to happen?
Cause #4 is too much navel contemplation and putting the wrong things first. Head scratching is not a job description. A meeting is for the audience and not the people on stage. A program, initiative, or project is for the end-users or customers. If it doesn't fit into their logic, workflow or ways of doing things it simply doesn't work. The time to think about adoption, integration, marketing, and usability is at the beginning and not at the end.
Cause #5 is what I call the Subway Sandwich Syndrome. Have you seen the TV commercial where the annoying boy keeps pestering his parents with requests? They keep saying "No" until the kid gets to a Subway Restaurant where he's told, "You can have anything you want for the same price." Along the way there will be attempts to add things or change the project. In some cases it's an effort to squeeze elements in without increasing the budget. In other cases it's changing things in the name of "adding value" that really add very little. The simple truth is you can't have anything you want for the same price.
As you might have guessed I'm not a big fan of Scope Creep. I've seen too many valuable programs stagger off-track like a bunch of drunken goats.
Two Sides To Scope Creep
If you are developing an internal project, program or initiative keep your eyes on the prize. Think about "what else we can do" after you have delivered the project and evaluated its performance. Make delivering on the primary results Job #1.
If you are developing or producing a project or event as an outside supplier create a formal Scope of Project. Explain that your budget and deliverables are based on this agreement. This makes it easier to tell a client that you can't absorb additional costs when things change. It's your choice to do a 15-minute video for the cost of a 10-minute one, not the client's. But when you look at your profit at the end of the job remember all those times when you said, "Okay." You may discover you are the Scope Creep.
Killing the Creep
Remember those old movies where the angry mob chased the monster down? Well you can do the same thing and improve your efficiency and billables. The way to head off scope creep is not to let it get started. Before the project begins get serious about defining the scope.
1. Determine the results and focus.
2. Assemble the high-level core team based on ability, insight and capability.
3. Research the ultimate end-user or audience to determine what is valuable, needed and will have the greatest positive impact.
4. Research the ultimate end-user to determine how the project, program, initiative or event can be structured to make it valuable, practical convenient and logical. How do they want it?
5. Clearly define the scope, boundaries and who has the responsibility for approvals.
6. Set a development/creative/production schedule that gets everything completed, tested and perfected in the least practical time.
7. Determine the "change management" procedures that would justify modifying the scope of the project. Then stick to them. This is the biggest "Must Do" step.
Getting What You Want
Put everything into a Scope of Project that's written in simple language, distribute it to the critical people and get their agreement. Make sure that everyone understands that modifications have an impact on time, costs and resources. Someone will be absorbing them with every change or unplanned expansion of the project. Then monitor the heck out of it.
Keep the focus on the desired results and the most important people, the end-user, customer or audience. Challenge every unplanned change or addition against the desired results. If it doesn't make it faster, easier, more efficient, more enjoyable, more affordable and more valuable - don't do it.
Managing a project is like sailing a ship across the ocean. Set the course and follow the compass exactly. Just a few degrees off course can put you hundreds of miles away from your destination at the end. You want to make this a pleasure cruise and make sure that the Scope Creep misses the boat.
It's the difference between getting what you want - and wanting what you get.
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Getting Paid On Time - How To Keep The Relationship & Not Get Screwed
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Andy Johnston is an multi-faceted communication professional with deep experience from strategic planning, to messaging, to marketing, to media, to events, to training, to creative direction … and there are several other ”to’s.” Andy is known for his energy, creativity and his unique ability to discover the key results that must be generated – and then to develop ingenious ways to engage and motivate audiences.
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