Scope Creep kills. It may be the #1 reason why events, marketing, programs, and communication don’t meet objectives. You can exterminate it. You can stop Scope Creep – before it kills your projects, marketing and events. Here’s how to stop scope creep and prevent it from happening.

Scope Creep is a sinister killer … strangling communication and satisfaction. It murders results and opportunity. Requirements crawl, expectations slither and you end up gazing desperately to the heavens screaming, “When did everything go so wrong?”

Know Your Enemy

There are tons of proper definitions for Scope Creep but here’s my favorite.

 “Scope Creep is the difference between getting what you want – and wanting what you get.”

A Wise Man

The Itsy Bitsy Spider

it doesn’t matter if you have great ideas, wonderful execution and a spot-on marketing plan if the creepy-crawly shifts begin. No one starts out to manage a project that gets tangled in a web of confusion. So, where does Scope Creep come from?

A “let’s do it right now” attitude. You start the project before you analyze, investigate and define the requirements.

Talking to the wrong people and not involving the right people. Who has the most accurate understanding of the desired results and the experience? Those are the “right people.” But too often the input that’s the easiest to get isn’t quite on-target and is made up of opinions, guesses and assumptions.

Not clarifying the specifications. What exactly are you exactly supposed to do and deliver? What are the desired results, the ultimate end-user and the boundaries of the project? And, most importantly, why are you doing this and what do you want to happen?

Adding one more thing. You can embellish yourself into bankruptcy or the unemployment line. Every time someone has a new idea or sees something “cool” it gets added. Suddenly you are throwing time and money at the project just to get it done on time.

I’ll know it when I see it. There isn’t a clear vision of the final result. Trial and error and “inspect and correct” are the symptoms. Things get done and redone while everyone tries to decide what “success” looks like.

Trying to please everyone. We all like to please clients, bosses and management. It’s very common to have people will ask to add things or change the project. Sometimes it’s an effort to squeeze in a few extra things without increasing the budget. The ultimate reality is that you can’t add everything you want for the same price. 99.9% of ideas, suggestions and inspirations are made with no regard for the budget or deadline.

Here’s a Quick-Fix

You CAN stop the insanity. In fact, one simple sentence can save you and send the Creep running for cover. “Let me see if this is covered in the budget – then I’ll get back to you with a plan and an estimate.”

Or, if you’re in a corporate setting, gather input from the people involved in the results, thank them and then move on. You have their thoughts and suggestions so don’t go back and ask for more. Remember, just because a person gives you input doesn’t mean you need their approval.

You’re positive and willing – but also a professional. Remember, the time to think about “what else we could we do” is after the project is delivered and evaluated. Job #1 is making sure you deliver on the primary objectives and results.

You May Be The Scope Creeper

Yes, you may be the creeper! Under-promise and over-deliver is a terrible business strategy. That was one of the conclusions in my blog Never Exceed Expectations – It’s A Losing Play. Unless you are ready to over-deliver on the specifications and the budget every time … forever … don’t do it. Otherwise, your extra effort becomes the new standard.

Stop Scope Creep

There are two long-term things you can do to have more control over your events, marketing, programs, projects and communication. The first is a Project Design. There may be a RFP or a project document, but don’t trust it. If it’s your neck on the line I strongly recommend you do your own.

Project Design

Get serious about defining the scope.

1. Define and understand the requirements, specifications and results.

2. Find the people who control the outcome of the project and ask questions. What is valuable, needed and will have the greatest positive impact? What do they consider are the desired results?

3. Clearly establish the scope, boundaries and who has the responsibility for approvals and budget.

4. Set a realistic schedule that gets everything completed, perfected and approved in the least practical time.

5. Clearly define the “change management” procedures that would justify modifying the scope of the project.

6. Share this with the client or management and make sure they understand and agree.

You have to understand what you are doing – before you do it. When everyone approves the Project Design do the second thing. Do not ignore this next part! Have a Scope of Work. It doesn’t matter if it’s a new client or people you’ve worked with for years – write things down. A Scope of Work isn’t a contract but clearly defines summarizes the Project Design.

Scope of Work

• Who does what

• Specific requirements

• Deadlines

• Budget and payment schedule

• Project change procedures

• Restrictions and what you don’t or won’t do

It’s a summary of the Project Design. I suggest making this an attachment to your contract. Even if you work though a “handshake” agreement, at least have the client or executive accept and sign your Scope of Work. Everything is defined. Now, if Scope Creep arises all you have to do is check the Scope of Work.

It’s Okay To Say No

“But I can’t say no!” There’s that secret fear that you’ll tick off the other person, damage the relationship and never work with them again.

As any parent will tell you,it’s easy to say yes. However, saying no in a polite, professional manner is more responsible. There is always a big concern about being asked to give away expertise and production. In most cases we actually train clients and executives that it’s okay to expect things for free – because we never draw the line. Pull up your big girl and big boy undies and explain what you can’t do. Hey, clients and executives don’t give stuff away either.

If it doesn’t make it easier, faster, more enjoyable, more affordable and more valuable – don’t do it.

If doesn’t feel right to say, “No.”

If it isn’t good business say, “No.”

Be Creep Free

Scope Creep happens when a project, program, event or communications starts out as one thing and then changes, grows or mutates into something else. It just goes out of control. The solution is to make sure everyone understands the parameters of the project before you start. Set clear limits on what you can and can’t do. Review change requests against the Scope of Work and the budget. And stay locked in and focused on the end results. When everything is over, that’s all that matters.

It’s the difference between getting what you want – and wanting what you get.

If you want to know more about designing meetings or events that generate results just click on CONTACT US and get in touch.

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