Scope Creep In Project Management

Decent Essays
Scope Creep
When a project fails, it has a multitude of negative consequences. The loss of time, money, and other resources coupled with the effects on the morale of the project team are all high costs to pay if the project’s failure is the result of not following project management best practices. There is no definitive definition of what makes a project a failure; however, a good definition of a project is a failure when the projects needed resources erode the value of the project past a threshold of the projects projected value.
Defining Scope Creep
Scope creep is the gradual expansion of a projects goal or resources, until the initial budget and schedule are no longer workable (Turk, 2010). This can happen in any project and has been
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SCOTT SUTTERFIELD, DECEMBER 2006) of the DOD’s LAMP-H project. This inflation of requirements causes the needed resources to complete the project to grow, putting it at risk of termination, or failing in the event it’s completed.
Improper Planning
During the planning phase of a project, the project manager can make several mistakes that allow scope creep to become more likely to happen. If a project manager uses ambiguous or vague language in the projects statement of work describing the scope statement, scope, or change request management, outlined in the PMBOK (Project Management Institute Inc., 2000), it can lead to confusion between the project team and the stakeholders (Turk, 2010).
A properly formatted system to accept change requests is one of the most essential pieces to a project plan to keep the project on track of its original goal. Change request management outlines a system that allows the project manager to assess, accept, or deny the changes needed to fulfill any given request (Project Management Institute Inc., 2000). A single change can affect the project requirements, goals, budget, scheduling, and other resources that affect the project
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This can lead to scope creep by the overconfidence in the ability of oneself or the team to complete any given request without taking into account the cost of the changes in resources, or the limitations a team may have in the ability to fulfil the request (Meyer, 2014). This sense of ego can be detrimental to a project, as it can allow a requester to make numerous small changes that shape the outcome of the project. These small changes may not be significant as one request; however, together they can change the project’s scope to the point where to project no longer resembles its original design or

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