Scope creep

Common causes

Poorly defined project scope

Ineffective project management communication between a client and the project manager is a leading effect of project scope creep. An assignment that is not understood correctly will turn out to be completely different from clients vision. With that being said clients can also be to blame as they may not possess a clear vision of what they want.

Project vagueness or complexity

A factor in scope creep is when an unexpected hurdle comes up, and arguments occur on if the scope of work document covers it. When certain documents are either too technical or lack critical details, scope creep can appear through interpreting these documents. As a project is planned to be longer or more complex, instances of scope creep are more likely, which could harm the project.

Failure to capture all requirements

Properly defining project scope requires thorough investigation by the project manager during the initial planning phase of a project. Failure to gather all information from all relevant stakeholders is a common reason for incomplete scope statements and missing requirements, which can frequently and easily lead to scope creep later in the project. It is essential that everyone on the team understands the project requirements thoroughly—and that the project sponsor and relevant stakeholders have signed off on those requirements—before execution of the project begins.

Lack of project management practices

Adoptions and adhering to project management practices and project management processes are confirmed methods of preventing scope creep from dismantling the project.

Addition of unnecessary features

Sometimes project teams tend to start adding additional features in order to impress the client. This may not work and tend to cause more work for such project and throw off the scope.

Low cost of change

Scope creep can more easily enter projects while presented as small, simple, and easy to implement changes. However, the volume or actual complexity of these changes can risk project failure.

Internal additions

Often, when project team members cause scope creep, they intend to improve the project, rather than having the expanded scope harm the project. One example is when team members suggest adding new features in the client's presence. Another example is a project team pushing the use of newer technologies, when management or the client may want to use older technology they are used to, which can cause scope creep through retraining and increasing complexity. However, there are some instances in which a member on the project team has a vested interest in causing scope creep. An instance is where someone fears a project will replace them, so they intentionally induce scope creep to delay the project to make its completion a non issue for them. Scope creep can also be used by a project manager seeking to look more competent by handling additional tasks or by a project team to ensure they have work when future uncertainty looms.

Client additions

Clients may request project additions, causing scope creep, in response to pre-contract agreements or seeing new potential during project development. When clients find missing items and add them to a project, that is scope creep, but there is generally no ill intent behind it. Some clients use scope creep by pointing to unclear items to try to add items they want, but are not required for the project.

Communication gap between project stakeholders

Another cause of scope creep is the communication gap between the stakeholders. Clients may not respond quickly enough to the project managers, causing the project to run into a bottleneck.

These aspects can affect the operational efficiencies of companies, especially when involved in long-term relationships. Scope creep is a risk in most projects. Most megaprojects fall victim to scope creep (see Megaprojects and Risk). Scope creep often results in cost overrun. A "value for free" strategy is difficult to counteract and remains a difficult challenge for even the most experienced project managers.