I initially had a bit of difficulty pinpointing a specific experience to highlight for purposes of this blog entry, but it eventually dawned on me that I have just grown so accustomed to its existence. It may often be subtle and even disguise itself. Ultimately, though, scope creep is inevitable and must be addressed (Portny, Mantel, Meredith, Shafer, Sutton and Kramer, 2008). Being aware of this will help me see the larger perspective, regardless of my role. Portny et. al (2008) illustrate scope creep as “the natural tendency of the client as well as project team members, to try and improve to project’s output as the project progresses” (p. 350). One of the examples that came to mind was when I worked in event management and the original itinerary and game plan would evolve both from the perspective of the client and the internal leadership. These two instances of scope creep would often clash and impact the preparation leading to live confusion on the day of the event.
If I was the project manager in this case, I would ensure that lines of communication were open and all parties involved contributed to and were aware of minor and major changes. Portny et. al (2008) dictate that the project manager should “insist that every project change is introduced by a change order that include a description of the agreed-upon change together with any resulting changes in the plan, processes, budget, schedule, or deliverables” (p. 347). I will be mindful of this trend throughout future projects to ensure a smoother experience for everyone involved.
Portny, S., Mantel, S. J., Jr., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. (2008). Project Management: Planning, Scheduling, and Controlling Projects. Hoboken, NJ: John Wiley & Sons.