If you’re a project manager, there’s one phrase that should make you sit up straighter every time you hear it: “It’ll just be a small change.” It sounds harmless enough, but that phrase is a red flag wrapped in good intentions. Don’t be fooled. Like a wombat digging under your foundations, scope creep quietly undermines your project, jeopardising timelines, budgets, and outcomes.
Welcome to the world of scope creep.
Scope creep is when the scope of a project slowly expands over time, often without formal approval or adequate resources. It sneaks in disguised as helpful ideas, minor enhancements, or friendly requests, and before you know it, your project is bloated, your schedule is a mess, and your budget is blowing out. I’ve seen too many projects wobble off course because no one kept a firm hand on the scope till it was too late.
Whether you’re delivering a sewer upgrade or rolling out a new IT platform, scope creep is universal. But it doesn’t have to be inevitable.
Problem: Death by a Thousand Additions
The Creep Begins
Scope creep isn’t usually a dramatic event. It rarely arrives as an email titled “Let’s Triple the Workload.” More often, it comes in the form of small, seemingly reasonable changes: “Could we just extend the kerb a few metres?”, “Let’s include a couple of extra sensors while we’re at it,” or “We should probably update the signage while the contractor is on site.”
Each change by itself may seem harmless, even helpful. But stack up enough of them, and you’ve got a fundamentally different project than the one you scoped, priced, and resourced.
Most scope creep is unintentional. It creeps in because:
- There’s no clear or agreed-upon scope.
- Clients or stakeholders keep adding “just one more thing.”
- Project teams don’t know how to say no—or don’t have the authority to push back.
- Poor change control processes.
- Pressure to please everyone.
- Poor communication: If changes aren’t openly tracked, they get lost in the shuffle.
(Read a good paper on the causes of scope creep at the PMI website “Top five causes of scope creep.”)
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Often, no one realises the scope has crept until the project is in crisis.
Projects rarely start with the intention of going over budget or running late. The original scope may be well defined, signed off, and planned accordingly. But then someone says, “Since we’re already digging the trench, can we just run this extra pipe while we’re at it?” It sounds efficient—logical even. You might think, “Why not?”
But that decision often doesn’t come with:
- An updated scope statement
- Additional budget or time
- Reassessment of risks or resources
It might seem harmless, but like termites in a wooden beam, it quietly undermines the structure of your project.
Scope creep doesn’t always strike in one big change. It often arrives as a series of tiny, seemingly reasonable requests. Each one on its own might seem negligible. But the cumulative effect can be devastating.
You may end up with:
- Teams stretched too thin
- Delayed project milestones
- Budget overruns
- Stakeholders losing confidence
In the worst cases, the original goals of the project get lost entirely as it morphs into something unrecognisable.
For example, consider a seemingly simple pipeline renewal contract. The client, seeing things going smoothly, starts asking for upgrades to valves that weren’t part of the original scope. They are “in the area anyway,” so it makes sense, right? Before long, your team could be re-scoping half the network and chasing variations. It could derail delivery for weeks.
Solution: Draw the Line Early, Clearly, and Defend It
Define Scope Clearly—and Write It Down
Spend real time upfront defining the project scope. Get it documented, agreed upon, and signed off. Use a detailed scope statement and a Work Breakdown Structure (WBS) to show what’s in and out. You must know the scope of your project.
Be precise. Don’t just say “Replace the culvert.” Say “Replace the 1200mm RCP culvert at chainage 540 with like-for-like material, no change to alignment, including headwalls.” Include drawings, sketches, and photos. Leave nothing to interpretation.
If it’s not in writing, it doesn’t exist.
Your best defence is a clear and documented scope. It should:
- Define what’s in and what’s out
- Be agreed upon by all stakeholders
- Be protected by a strong change management process
Before starting the work, make sure everyone understands that changes are possible, but they come at a cost—time, money, or reduced functionality elsewhere.
Implement Change Control Processes
This is your safety net. A formal change process means every proposed change is assessed for impact—on cost, schedule, and resources. Then the sponsor or governance group decides whether to approve it. No sneaky additions.
Every potential scope change should go into a register. Include details, estimated cost/time impact, and approval status. Review it in every project meeting.
Use Your Authority to Say No
You’re not being difficult; you’re protecting the project. Say, “That’s a good idea—but it’s out of scope. We’ll need to go through the change control process.” Or “Would you like me to price that as a variation?”
Project managers aren’t yes-men. We’re value protectors.
Educate Your Stakeholders
Make sure your clients, sponsors, and team understand what scope creep is and why it’s a problem. Often, they just don’t know the risks.
Talk through the impact of even small changes: more work equals more time and money.
Track Changes and Variations
Keep a variation register or change log. Show what was changed, when, why, and who approved it. This transparency is gold when issues arise.
Use Progressive Sign-Offs
When delivering in stages, get formal sign-off after each. That makes it harder for late-stage scope changes to undo early work.
Capture Assumptions and Exclusions
This is where many project managers miss a trick. If your project price is based on the assumption that access is available Monday to Friday, say so. If it excludes reinstating landscaping, write that down. These omissions could cause scope creep which is not even requested by others, but scope that you should have accounted for in the beginnning.
Stay Close to the Work
Regular check-ins with the team help catch scope shifts early. Don’t just rely on reports—talk to your team about what they’re working on and what’s been asked of them.
Watch for Creepy Language
Phrases like “while you’re there,” “it shouldn’t take long,” or “it makes sense to do this now” are red flags. They indicate unofficial scope shifts. Train your ear to hear them.
Lesson: Be the Gatekeeper
Scope is not a suggestion.
The scope is the promise you make to your sponsor. Break that promise and your credibility suffers. Project managers must be the gatekeepers—defenders of the agreed boundaries.
I’ve learned that it’s easier to say “let’s follow the process” than to explain blown budgets later. Be transparent. Document everything. Say no when needed. You’re not just managing work—you’re managing trust.
The lesson here is simple: scope creep doesn’t need to be an inevitability. It’s preventable with discipline, structure, and communication.
Yes, you’ll always face requests for changes. And sometimes, changes are necessary—new legislation, unexpected site conditions, or a newly discovered asset. But these should be formal, priced, and deliberate. Not side-of-the-road favours.
Keep written records. Document all changes, variations and agreements, and make sure to get written approval from the client before additions, variations, or scope change.
Like all good project managers, your job isn’t just to deliver what people want, but to deliver what was agreed. Be friendly, but firm. Be helpful, but structured.
As the project manager, it’s your responsibility to stop scope creep. You are the decision maker. You can still say yes to scope changes, but you must ensure they are documented, costed, scheduled, approved and tracked.
So, the next time someone says, “Can we just add this one little thing?” pause and say: “Let’s put in a change request and review the impacts.” Then stick to that line. It’s the best way to protect your schedule, your team, and your sanity.
Action Step:
Review your current projects and assess whether scope changes are being managed through a formal change control process. If not, implement a structured approach to evaluate and document all modifications, ensuring they align with project objectives and constraints
And remember: When your project’s gone walkabout, it might be time to track that scope map.
Stay alert, stay aligned, and keep the scope in sight—because in project management, it’s not just the big waves but the small ripples that can rock the boat
