Managing Your Software Project Scope Without Creep

	Bookmark This Page Email This Page Format for Printing Cite This Article Submit an Article Read More Articles
	Related Tools & Articles Design Of Experiment For Software Testing Is Software Inspection Value Added? Six Sigma Meets Software Development
	Discussion Forum "If Six Sigma improves the quality of business functions and these are increasingly dependent on IT, how can organizations achieve success with Six Sigma if IT is not included?" Is Six Sigma Doomed Without IT Support?

Download Products Project Selection Process Pack Lean Six Sigma Champion Training Business Process Management Power Tools

By Richard Bellanca

Have you ever managed a project that just will not end? For those projects that never seem to finish, a common cause is cited. It is not necessarily inexperience of personnel or a flawed technology, rather allowing requirements to pass in and out of the revolving door of project scope. Below are a few simple rules to effectively manage this experience known as scope creep.

Plan For Scope Creep
Scope creep is the weed that grows from seeds of unclear planning. The Kick-off Meeting is the event where the rules for handling scope creep are addressed. Scope creep should be managed through a formal change control document. Change control refers to modifications to the business or technical requirements once sign-off has taken place.

Poor planning does not create change control. The identification of additional requirements is quite common beyond the planning stage. It is nearly impossible to anticipate all the requirements during planning, development and even into testing. In many instances the testing phase is where gaps in requirements become most apparent.

There are situations when change control is imperative for the success of the project, but planning and communicating the process for change will reduce the element of surprise for all project participants.

Get Sign Off
Scope creep occurs more frequently when formalized sign-off does not take place. Some corporate cultures avoid actual sign-offs like the plague. This is largely due to an underlying fear of accountability when requirements are not completely understood. Therefore, ensure that project stakeholders have a clear understanding of what is and is not delivered during the project. The stakeholders required to sign-off, who do not clearly understand or agree with the requirements, often are the sources that desire major changes to scope.

The advent of email has allowed for a higher level of comfort with sign-off. Many stakeholders are reluctant to physically sign a document, but have no problem responding via email that they agree with the requirements.

Although not a preferred method, verbal agreements in a team meeting can be used for sign-off. It is important to document in the meeting minutes all individuals, by name that verbally agreed with the requirements.

Those that sign-off and understand the expectations of the project are less likely to institute a change control. Although, there are times when change control makes sense and is necessary for the success of the project.

Document Change Control
The change control outlines the business justification for adding or deleting requirements that were agreed upon earlier in the project. The modifications will likely result in code change, re-testing, impact to the delivery dates, and resource availability.

At the Kick-off Meeting, determine who produces the change control document. It is always a good idea to have the initiator complete the change control. The approval process for change control is also outlined upfront. There are several variations depending on the complexity of the project and/or project office methodology. The most common are Core Team Approval, Business Sponsor Approval, Steering Committee Approval or any hybrid combination.

The impacts to various components to the project should be quantified and evaluated against the value of the enhancement to the requirements. This exercise quickly differentiates the “nice-to-haves” from critical requirements.

Know When to Say ‘No’
The project manager’s responsibility is quality delivery, in a timely manner with minimal cost. Scope creep usually negatively impacts at least two of the three elements (timeliness and cost-effectiveness). This must be weighed against the benefits of the enhanced requirements. Project managers rarely, have unilateral authority to decide what is included or excluded from scope, although they certainly can influence the decision. Other project participants will rely on the project manager to use their best judgment for what to attempt in the scope within the project. Phased-in approaches to projects allow for the iterative benefits and compromises to added requirements that result in win-win scenarios for those who prefer additional enhancements and those who do not.

Conclusion
Scope creep almost always presents itself within the lifecycle of a project. Therefore communicate the process for addressing change at the Kick-off Meeting. Project participants that have a clear understanding of the components in the delivered project are less likely to ask for enhancements in mid-stream. It is the project manager’s responsibility to ensure that all project stakeholders have been communicated to and understand the objectives of the project. When changes are required, it is important to document the business justification with specific impacts to timing, cost and resources in order to ensure decision-makers have all the necessary information to weigh the value against. Project managers typically are influential members of project teams and should use their influence to advise what is best for the overall project. Follow these simple rules and you will manage scope creep instead of scope creep managing you.

About The Author
Richard Bellanca is employed with Wachovia Corporation. He has a BS in Accounting from St. John Fisher College, and an MBA from Syracuse University. Mr. Bellanca has over twelve years experience in the Financial Services industry.

BEST SELLING PRODUCTS (iSixSigma Publications) Six Sigma Black Belt (DMAIC) Training Slides - 2009 Version! The 2009 Six Sigma Black Belt course includes over 40 more slides than the 2008 version. Contents include: 1,220 PowerPo... Certified Lean Six Sigma Black Belt Assessment Exam Interested in assessing your knowledge of Lean Six Sigma? Preparing for certifications? Testing your students and traine... Certified Lean Six Sigma Green Belt Assessment Exam This assessment exam is useful for students interested in assessing their knowledge of Lean Six Sigma on the Green Belt ... Kaizen Workshop E-book This 150+ page ebook teaches key tools and techniques of Kaizen, as well as real application to enhance learning. Kaizen... Design For Six Sigma (DFSS) E-Book or Print Need an "encyclopedia" consisting of many of the tools you’ll study? Need a helpful refresher to apply the DFSS process?... Certified Lean Six Sigma Black Belt E-book In 670 pages learn everything within the Lean Six Sigma DMAIC body of knowledge to successfully achieve Black Belt certi... Six Sigma Yellow Belt Training Slides - 2009 Version The 2009 Six Sigma Yellow Belt course is comprised of: 503 slidesInstructor notesSlide explanations15 data sets19 suppo... Sell Your Products