Mort finally got to the punch line. "We just didn't anticipate the difficulties of the consolidation," he said, "and now it looks like we'll have to take a three-month hit."
Just last quarter, Jack had okayed the consolidation of Marigold into Metronome, based on the promise of schedule savings from eliminating duplications and from better coordination. Now he sat stunned, wondering how they had reached such familiar territory so quickly.
By consolidating the two projects, Jack had unwittingly expanded their scope, because the combined team suddenly had a new task: consolidation. They became victims of a problem that afflicts many projects — scope creep.
To manage scope creep, begin by understanding its causes. Here are some of the more common sources of scope creep.
- The unknown
- Projects are ventures into unknown territory. Sometimes we underestimate the complexity of the problem we've tackled.
- We sometimes forget that good enough is good enough.
- Placating conflict
- We'll do almost anything to avoid dealing with conflict directly. We'll even expand project scope to satisfy all conflicting parties. When we placate conflict, we create a project that nobody can execute.
- We sometimes forget
that good enough
is good enough
- To secure resources, a failing project sometimes acquires another project on the basis of "natural fit" or "efficiencies." But consolidation isn't free, and the efficiencies are often illusory.
- Career advancement
- By commandeering more resources, the sponsors or leaders of a project can enhance their organizational power. Senior managers must learn to recognize these tactics, and approve scope expansions only on the basis of sound management principles.
- Lies and self-deception
- Sometimes we lie to others or deceive ourselves about what's really involved. We can do this to secure approval for the project, or to persuade ourselves or the implementing organization to agree to tackle it. Lying to others is unethical. When it occurs, the perpetrators must be held accountable. Deceiving oneself is tragic.
- The union of all misunderstandings
- If scope isn't clearly defined at the outset, misunderstandings result. When that happens, to preserve consensus that the project should continue, we might have to expand the project scope to include the union of all initial understandings. Making things painfully clear at the outset is worth the effort.
- The Donald Crowhurst effect
- Donald Crowhurst was a participant in the 1968 round the world single-handed sailing race sponsored by the London Sunday Times. As described in a 1970 book by Nicholas Tomalin and Ron Hall, his life pattern was to tackle ever-larger projects, concealing a pattern of failure. Like Donald Crowhurst, some projects expand their scope to avoid acknowledging failure. Failure or restart must be realistic options for any project manager.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
For more about scope creep, see "Ground Level Sources of Scope Creep," Point Lookout for July 18, 2012; "The Perils of Political Praise," Point Lookout for May 19, 2010; "More Indicators of Scopemonging," Point Lookout for August 29, 2007; "Scopemonging: When Scope Creep Is Intentional," Point Lookout for August 22, 2007; "The Deck Chairs of the Titanic: Strategy," Point Lookout for June 29, 2011; and "The Deck Chairs of the Titanic: Task Duration," Point Lookout for June 22, 2011.
Your comments are welcomeWould you like to see your comments posted here? rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Project Management:
- How to Make Good Guesses: Tactics
- Making good guesses probably does take talent to be among the first rank of those who make guesses.
But being in the second rank is pretty good, too, and we can learn how to do that. Here are
some tactics for guessing.
- Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
- Managing Wishful Thinking Risk
- When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking.
Here's a framework for managing the risk of wishful thinking.
- Missing the Obvious: I
- At times, when the unexpected occurs, we recognize with hindsight that the unexpected could have been
expected. How do we miss the obvious? What's happening when we do?
- Seven More Planning Pitfalls: II
- Planning teams, like all teams, are susceptible to several patterns of interaction that can lead to
counter-productive results. Three of these most relevant to planners are False Consensus, Groupthink,
and Shared Information Bias.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming November 30: Avoiding Speed Bumps: II
- Many of the difficulties we encounter when working together don't create long-term harm, but they do cause delays, confusion, and frustration. Here's Part II of a little catalog of tactics for avoiding speed bumps. Available here and by RSS on November 30.
- And on December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.