Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.
ome project sponsors know in advance that they cannot secure the organizational commitment necessary for what they actually want to do. To overcome obstacles, they seek approval for something else that's related, but different and less ambitious. Once that's underway, the organization is "hooked," and they begin expanding the scope of that smaller effort to achieve their heretofore hidden agendas.
The spine of a human male. One example from nature of probable scope creep is the "mission" of the human spine. The modern prevalence of back troubles and back pain suggests the possibility that what we now ask the spine to do is well beyond its original mission. We're larger than we have ever been, and we carry loads of such a size and in such a manner that the spine is constantly at risk. Some employers insist that employees wear "back belts" as protection, but there is no scientific evidence that they are effective in preventing injury. Photo courtesy US National Library of Medicine.
I call this tactic scopemonging, and its practitioners scopemongers. Some call these people scope creeps.
Sometimes the target of the misrepresentation isn't the project team — it's the owner of the sponsor's budget. When the sponsor is an external customer, as it would be for a contracted services provider, the target is probably a budget owner within the customer organization. But wherever the target is, the team can suffer the consequences, which can appear as pressure, overtime, or long, unpaid extra hours.
Here are some indicators that scope creep might be part of a hidden agenda.
Inexplicable passion
When a project sponsor seems inexplicably passionate about what seems to be a dull or inconsequential effort, check for hidden agendas. Possibly something more is planned, but it hasn't yet made its appearance.
When passion and commitment seem out of proportion to the project at hand, investigate. If you know or can guess what else might be intended, try removing from the team or the project any elements that, though inessential for the stated purpose, might be necessary for the conjectured scope expansion. If no expansion is contemplated, removal of those items should meet no resistance.
It just doesn't make sense
If the sponsor's or champion's vision doesn't hang together logically, consider the possibility that you aren't hearing the whole story. Ask yourself what the missing pieces might be. Once you know what they are, the vision might indeed make sense.
If the sponsor's or champion's vision doesn't hang together logically, consider the possibility that you aren't hearing the whole storyIf you suspect that pieces are missing from the sponsor's requests, argue for their inclusion in a "not-requirements" section of the project plan. Once everyone agrees that these items are explicitly out of bounds for this project, any subsequent scope expansion to include these items will be much more difficult.
Resistance to not-requirements
When you first propose a set of not-requirements, you might encounter resistance, which could be evidence of some intention eventually to include the proposed not-requirements as actual requirements.
If the discussion occurs early enough in the planning cycle, you might be able to insert the proposed not-requirements as actual requirements, which usually triggers estimation of their costs. The ensuing dialog will likely expose the impractical nature of the items in question.
Sometimes, the organization rewards scopemongers for "making things happen" and "having a can-do attitude." If that's the case where you work, the problem is bigger than one scope creep — it might be unwritten policy. We'll examine more indicators of scopemonging next time. TopNext Issue
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We often think about "playing the game" — either with relish or repugnance. Whatever your level of skill or interest, you'll do better if you see workplace politics as it is. It is not a game.
The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?
When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?
Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts, operators can manipulate their environments while limiting their personal risk. How can you detect cutouts? And what can you do about them?
Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself to deal with them, can keep you out of trouble and make you more effective and influential.
I offer email and telephone coaching at both corporate and individual rates.
Contact me for details at rbrenner@ChacoCanyon.com
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ome project sponsors know in advance that they cannot secure the organizational commitment necessary for what they actually want to do. To overcome obstacles, they seek approval for something else that's related, but different and less ambitious. Once that's underway, the organization is "hooked," and they begin expanding the scope of that smaller effort to achieve their heretofore hidden agendas.
Top 
Next IssueAre your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Workplace Politics Is Not a Game
Devious Political Tactics: The Three-Legged Race
Plopping
Devious Political Tactics: Cutouts
Patterns of Everyday Conversation
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Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008! Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
