Umgang mit Scope Creep in Beratungsprojekten. Können Sie die Erwartungen Ihrer Kunden effektiv erfüllen?

Identifying risks associated with scope creep is essential for effectively managing and mitigating potential negative impacts on a project. Here are key risks to watch for: 1. Project Delays 2. Budget Overruns 3. Resource Strain 4. Quality Compromises 5. Client Dissatisfaction 6. Increased Complexity

At the project’s outset, ensure that the project scope is clearly defined and documented. This includes deliverables, timelines, costs, and specific exclusions. Use detailed contracts or statements of work (SOW) that outline all agreed-upon aspects of the project. Ensure both parties sign off on these documents.

Clearly defining a Project Brief and agreeing it with the sponsor allows you to revisit the scope on a regular basis to ensure everyone is aligned.

Projects are a great way for businesses to smuggle into the project what would normally be some BAU costs. This is then justified as a necessary change, in order to facilitate the project, that they wouldn't have to make if it weren't for this project (often a bit tenuous). You have to agree at budget planning whether this is going to be allowed, even if at that point they are "known or unknown unknowns" and ensure contingency budget is upped accordingly, or better still, that there is opportunity to ask for more budget via a formal change request process.

It’s important at the beginning of any assignment to be clear on the outcomes that you are aiming for. If a request comes in to add additional scope, this needs to be reviewed against its importance to achieving the outcomes. If it is critical to the outcome, then it needs to be included in the scope (potentially via change control and at the expense of a less important item) If it doesn’t contribute, it needs to excluded from the scope - that doesn’t make it a bad idea, but one to be tackled elsewhere. If it contributes to the outcome but isn’t critical, use a change control process as assess it against the rest of the scope including complexity and value and openly discuss it with the client to agree a way forwards.

Implement a formal change management process that requires any changes to be documented, evaluated, and approved before implementation. Assess the impact of any requested changes on time, cost, and resources. Communicate these impacts to the client clearly.

Hold regular status meetings and provide consistent updates to keep clients informed of progress and any issues. Be transparent about the progress and any potential risks or delays. This builds trust and helps manage expectations.

Be very mindful/deliberate around flexibility Here's one direct from an end of project feedback session I did. Our flexibility was seen as a great asset, but I also presented this back - after a lengthy discussion - as potential weakness, in a specific context. Most clients hate consultants who send change controls - a part of managing scope creep - with a passion because we all know things change and most consultancy is time and materials, so as long at the time is held and the outcomes managed, who cares? So we take a flexible approach - however there are specific times that you should not. Be very clear if the flexibility is still going to deliver an in-scope activity, or not. This should be a fundamental part of regular governance