Change is inevitable within a project. How a Project Manager reacts to that change is essential for the success of the project. If the Project Manger fails to change, the project could fail. When change happens, it is important to communicate it effectively. "Scope creep is an upset client who was not (or claims not to have been) told how long the change delays the project and how much it raises the project's cost" (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer, 2008; p. 346).
I personally have had several experiences with scope creep. Last year, I was part of a project team to develop new curriculum for a new course. Initially, the project was smooth. However, it was not long until problems started to arise. Communication about the requirements, standards, and objectives of the course were changed several times and information was being thrown at us from many different angels. Several different departments and administrators were telling different members of our team different things. It was hard to keep it all straight and we quickly because confused and frustrated. This breakdown was due in part to a change in the expectations of the course. At the time, myself and the other stakeholders did not deal well with the issues. If I had been in the position of managing the project at that time, I would have managed and controlled the scope of the project in a different way. I would have set up a communication system that allowed one channel of information being communicated to the team. I would have required that the changes be submitted in writing and with ample time to adapt. I would have held team meetings which would have ensured that everyone was on the same page and aware of what was expected of them throughout the process.
"Avoiding scope creep is not possible. However, monitoring it, controlling it, and thereby reducing some of the pain is possible" (Portny, et. al, 2008; p. 347). A Project Manager must take an active role in the project in order to effectively steer the project towards success.
Portny
S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., &
Kramer, B. E. (2008). Project management: Planning, scheduling, and
controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
