Resolving Uncompensated Scope Creep

So much for suggested ways to prevent internally and externally-driven USC. No matter how careful you are and how proactive and preventive you try to be, some USC situations may arise as the project progresses. Five suggestions follow for dealing with these incidents. As with the preventive suggestions, the resolution suggestions are simple to understand while requiring self-discipline to consistently apply. Use the tips to assist you, your team, and those you serve. 

Recall that the first suggestion for preventing USC was earning the trust of those we serve. That trust enables you as a service provider to negotiate a mutually-beneficial agreement. It also enables you to proactively address potential out-of-scope requests and other issues that inevitably arise once a project is underway. 

I started a six month project with a long-time client. Our agreement called for me to be heavily involved early on in laying the project s foundation and then tapering off. Midpoint in the project, the client started asking me to do many more tasks—tasks way beyond the scope described in our agreement. Because of our mutually-trustful relationship, I immediately reminded the client of his out-of-scope requests. And, again because of our mutually-beneficial relationship, he found a way to compensate me for the extra services. 

When the client/owner/stakeholders requests out-of-scope service, stop and think. If you are not the project manager, don t agree to the extra services without first talking with the project manager. Don t close the barn door after the horse is gone, that is, don t deliver the scope change and then discuss how you might be compensated. 

If you are the project manager, consider this administrative approach for processing small external scope change requests Depending on the project and client, owner, or customer, establish a scope change threshold (e.g., hours, dollars) above which you will seek extra compensation and below which you, or selected members of your project team, can perform the out-of-scope service without additional compensation. 

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Often, discussions of Scope lead to the possibility of uncompensated scope creep (USC), that is, work outside of the initially agreed-upon tasks that is requested or expected without compensation. An understanding of the project s Scope by project team members will reduce the likelihood of internally and externally-driven USC. Preventing and resolving USC, which is an important aspect of project management, is addressed in detail in the next chapter. 

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