Scope Change vs Scope Creep (Part 1)

Change is inevitable and not necessarily bad, but problematic when it creeps

The subject of scope creep is one about which most project team members know and talk, yet few seem to be able to define exactly what it is or acknowledge what to do about it - or when.  Change is a natural occurrence and change will happen to virtually every project of long enough duration and detailed enough scope.  Most project-savvy organizations have a change-control process with proper identification, approval, documentation outcomes to address change and all resulting implications.  Scope creep is more than just change; it may linger undetected until too late, and involve processes which may or may not be adequately covered by your change-control process. 

Scope Creep is essentially OOS (out of scope) work, but the 'creep' part adds several additional elements to typical scope change.  'Creep' tends to accumulate slowly and sometimes without the knowledge of the PM, team or stakeholders.  'Creep' has many sources, but it also comes from what you as PM allow and do not allow (knowingly or unknowingly).  It can manifest itself in several ways from first not properly identifying what is in scope, and allowing OOS work to proceed, or by snowballing from one or two passing allowances into items of bigger and bigger cost, schedule or resource implications.  "We allowed this and this, why not that?"  Scope creep, unfortunately, can also result from a "lost in translation" effect when the requesting party and the performing party each make divergent assumptions on some defined element of scope.  You know..., 'ass - u - me'.

Change is somewhat conscious although it can be planned or unplanned.  Creep is virtually always unplanned, sometimes unconscious and is often happening or has occurred by the time you realize it has happened, and are forced into mitigation (stop it, allow it, take the hit or re-negotiate the SOW, budget, timeline, etc).

Staying on top of scope creep begins first and foremost with an adequately defined and approved scope in the form of a written SOW, linked to budget, time and resources - you cannot identify what's OOS or creeping if you don't know the agreed starting point.  This is followed a close second by acknowledging clearly and in advance with stakeholders what is (and in some cases is Not) in the agreed scope and what scope change control process is in place.

One critical technique to effectively managing scope creep is through adequate and frequent communication.  Many requestors of scope change do not know that what they are requesting is potentially scope creep, and/or may not have the proper authority to make the change request.  Ensure you have a method to flag this while the request is being made and before agreeing to or proceeding with the action (relying on the standardized change control process you established at the start of the project).  Many organizations will also have a processes in place to prevent work without prior written agreement, so keep an adequate allowance for delays associated with this too.