How to Manage Scope Creep

As a continuation of my last entry, The Art of Scoping, I wanted to explore the management of scope throughout the life cycle of a project. Establishing initial scope and cost are the first step in a project - the responsible execution of the scope, however, requires diligent management through the identification of any elements or nuances that should be considered additional. The concept of items that fall outside approved scope is generally referred to as 'scope creep', and it is a Project Manager's duty to flag these elements for resolution.

How do you identify scope creep?: Scope creep is one reason that precise, clear project documentation is critical. In order to identity scope creep, a Project Manager must be able to prove that a given item falls outside the original agreement. The best way to do this is to reference a project plan, project charter, statement of work, or other similar documentation. This means project documentation needs to define the work effort of an initiative in a very detailed manner. More importantly, exclusions and assumptions will also support the identification of scope creep by clearly spelling out any items that are considered additional work.

What do you do when you identify scope creep?: When you are confident that the client or internal team has requested an element that is out of scope, it's important to flag the item as such so that you manage expectations. When you do this, clearly define what is out of scope, why it is out of scope (referencing the original agreement and documentation), and what the impact might be to the project if you move forward with the out of scope element (the impact could be to the timeline, budget, or both). Ideally, you want to be able to go back to your client and suggest a solution - this could be a simpler solution that could be accommodated within budget, a cost for the additional work, or a plan to execute the additional work in a subsequent phase of the project. Regardless of your solution, be very clear, and work with your team or your client to find a resolution together.

Damage control: When you identify scope creep to your client, this may result in a very awkward situation. Many times, clients will request items without realizing they are out of scope. As much as you need to protect the project budget, ultimately, your relationship with the client is more important, so don't assume the client is deliberately trying to get something for nothing. Clients will often become frustrated and upset, but this also presents a key opportunity to strengthen your relationship by resolving the matter. Be transparent with the client to build trust - make sure the client understands why the item requested is out of scope. Have a discussion about options so that the client contributes to the solution and feels comfortable with the outcome. As a Project Manager, you need to be prepared for these situations, so do your homework by sitting with your team first to understand the details.

Managing scope creep is one of the more difficult parts of a Project Manager's job, but solid documentation, clear communication and detailed information will minimize any risk to the project and the client relationship. When in doubt, draw on the expertise of your team to determine a few options your client can choose from. In the end, this will help ensure your project are delivered on budget and on time.

An Outsourced Model

Smaller interactive agencies seem to be trending towards more precise specialization. This means they are honing their internal skills to become subject matter experts in a particular space. A specialization could be database marketing, search engine optimization, creative design or email development. As a result, clients are beginning to work with multiple agencies to achieve their online goals, selecting the agency they feel can best deliver a portion of their program. The effect on the agencies is that their internal staff and skill-sets become very narrow. This may drive the need for outsourcing work when client requirements fall outside that core skill set. In fact, outsourcing is becoming a trend in the online world. There are a number of benefits to outsourcing work, and an equal number of challenges. An agency will have to endure a trial period followed by an analysis to determine whether outsourcing is a viable solution. Here are some of the more common issues you can expect:

Quality of sub-contractors: It is undeniable that when you outsource work you often lose a certain amount of control over the quality of the output. It's difficult to manage resources that may be working off-site, and even more challenging to monitor work process and work product until you receive the final deliverable. At this point it's often too late to make significant revisions, and the timeline and cost implications can be prohibitive. Sub-contractors need to undergo a thorough review and assessment period. You'll likely have to identify a pilot project to really put their skills to the test. Don't even consider hiring a sub-contractor if you haven't reviewed a portfolio of their work.

Increased management time: Working with sub-contracted talent will require additional management time. Initially, generating service level agreements, non-disclosure agreements and other required legal documents required to begin working with a sub-contractor must be considered. Once you begin work, communicating with an off-site resource can often be more time consuming than if they were a part of your internal team. As a Project Manager, you will have to determine effective, efficient methods of managing off-site resources. Engage the larger team in status calls or meetings with the sub-contractor so that everyone feels they're working towards a common goal. Try to integrate the sub-contractor into your standard process as much as possible. This will decrease the need for extraneous conversations that splinter your project management time and detract from the bigger picture.

Finding the right people: Simply put, never stop networking! There is legitimate value in leveraging external resources for skills your agency doesn't posses. Each day, new technologies and strategies are emerging, so continually network to meet the people who are cutting edge. Build up a pool of resources and potential partners so that when the needed arises, you can address it more easily. Being able to react and put solutions forward quickly is mandatory in the online world. Having to source the proper credentials in a short time can be stressful, so keep potential resources in your professional circle and call on them when the time is right.

Moving to an outsourced model can be a key factor in supporting a growing, dynamic business. Just make sure you anticipate the additional management requirements, and that your process can adapt to external resources before you begin.