Picture the scenario: You’re the BA on an implementation project. Everything is going well and milestones are being met. All stakeholders are happy.
Then a stakeholder tells you the system HAS to do something that was never planned in the Requirements. As a result, the system HAS to have a field to track a customer’s credit status; HAS to have a maker-checker approval workflow for modifying transactions, etc.
The list goes on…you’re flooded with numerous change requests and you realize you have serious scope creep issues. Scope creep is common in projects and to be honest, I did not realize how detrimental it was at first. Scope creep distracts everyone from delivering the base project outcomes, takes away hours of our time as BAs and drives your PM and Program Director insane.
I am breaking this post into two parts to open up discussion on my strategies for controlling scope creep. My point of view is that of a Business Analyst but you can apply these ideas to any sort of project regardless of your role with the project.
Over-Communicate Scope Creep to Users
THE most effective and undeniable ways to control scope creep is through over-communication with your stakeholders and users. I find that when people are continuously involved and updated on the project status, they will be more amenable to ideas and will provide necessary buy-in when you need it.
Just picture yourself entrenched in a project that you’ve been updating a user regularly every two days about the project’s status, issues you are facing and the progression of the timeline. If, out of the blue, there is an unexpected “enhancement item” requested/required by this user, it is going to be a great deal easier for you to negotiate and request, for example, a rescheduling of said enhancement.
Compare this scenario to a situation in which you have not communicated with the user, at all, during the project. That user, mark my words, is going to be unyielding when pushing their enhancement through.
Documentation, Documentation, Documentation
I suggest documenting EVERYTHING to help control scope creep. Countless discussions and agreements that occur outside of official meetings for project managers.
I NEVER agree to anything outside of an official meeting. That is to say, I always confirm and document agreements and decision points during a formal meeting. Therefore, if a user disputes something was signed off and agreed, you can refer to the meeting minutes as evidence.
I forget about things. Above all, you have to have documentary evidence that things were agreed on knowing that people forget things.
Additional Reading
