
The Great Wall of China near Mutianyu. Walls of this kind have been built by many nations, throughout history, though perhaps no other reached the scale of the Great Wall. Typically, they serve multiple functions, including military defense and customs enforcement. But in a larger sense, they are intended to serve to define the scope of the governments that erect them. They are statements that, for the most part, on one side, one government rules, and on the other side, some other government — or no government at all — does so. In this way, they actually define scope for multiple governmental entities.
But do they actually work? In the case of the Great Wall, and in the case of the wall of the Roman emperor Hadrian, the operations of the imperial government occurred on both sides of the wall. These walls may have been conceived as a scope definition mechanism, but they were imperfect. Some imperial operations spanned these walls. We can view these operations as early examples of scope creep, and then wonder, did confirmation bias play a role in the construction of these walls? Photo by Ahazan, courtesy Wikipedia.
Although scope creep can arise independently of cognitive biases, the role of cognitive biases in scope expansion is powerful, because cognitive biases influence our decisions without our knowing. And among the most insidious of these biases is confirmation bias. [Nickerson 1998] Confirmation bias affects the objectivity of the evidence-gathering process, and then once evidence is presented, it affects our ability to weigh evidence objectively. Under the influence of confirmation bias, we tend to:
- Seek evidence that supports our preconceptions
- Avoid seeking evidence that conflicts with our preconceptions
- Give preferential weight to confirmatory evidence
- Reject or discount disconfirming evidence
For example, when considering adding features to a planned product — features we favor — we tend to examine critically projections of cost and schedule that predict trouble. By contrast, we tend to examine less critically any rosy sales projections. When considering combining two projects located at different sites, people who favor the combination tend to accept projections of cost savings less critically than they would treat cost or schedule projections indicating problems arising from merging the projects and relocating one of them.
Here are four indicators that confirmation bias might be driving a scope expansion decision.
- Political rivalry and feuds
- One political actor might use scope expansion to attack a rival by acquiring responsibility for efforts that are the responsibility of the rival. The intense emotions that typically underlie such plots are fertile ground for confirmation bias.
- Masking past offenses and performance issues
- When an effort faces financial or schedule trouble, expanding its scope to enable it to acquire a healthier sibling effort can conceal much of its trouble, especially if resources from the healthy effort can be harvested to repair or disguise the problems of the troubled effort. The fears that accompany such situations make decision makers vulnerable to confirmation bias.
- Absence of disconfirmation indicators
- For efforts we Any high-impact organizational
decision probably ought to also
include anti-goals that, if met,
trigger questioning the
wisdom of that decisionundertake, we usually define success as achieving specific goals. But any high-impact organizational decision probably ought to also include anti-goals that, if met, trigger questioning the wisdom of that decision. For example, if we don't satisfy condition C by date D, we will revisit the decision; or if a competitor enters the market before date D, we will reconsider the decision. When goals are clear, but anti-goals are missing, poorly defined, or ignored, confirmation bias might be playing a role. - Reliance on anecdotal "evidence"
- Anecdotes can illustrate — nothing more. They contain no information about the prevalence of the mechanisms they exemplify. Proponents of a scope expansion can use anecdotes to illustrate their arguments, but when they fail to offer estimates of the importance of the phenomena the anecdotes illustrate, the use of anecdotes suggests the effects of confirmation bias. See "The Power and Hazards of Anecdotes: I," Point Lookout for December 31, 2014, for more.
These effects actually apply to a variety of organizational decisions, but I've restricted the discussion to scope creep to avoid scope creep. First issue in this series
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More about scope creep
Some Causes of Scope Creep [September 4, 2002]
- When we suddenly realize that our project's scope has expanded far beyond its initial boundaries á#8212â when we have that how-did-we-ever-get-here feeling á#8212â we're experiencing the downside of scope creep. Preventing scope creep starts with understanding how it happens.
Scopemonging: When Scope Creep Is Intentional [August 22, 2007]
- Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.
More Indicators of Scopemonging [August 29, 2007]
- Scope creep á#8212â the tendency of some projects to expand their goals á#8212â is usually an unintended consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to overcome budgetary and political obstacles.
The Perils of Political Praise [May 19, 2010]
- Political Praise is any public statement, praising (most often) an individual, and including a characterization of the individual or the individual's deeds, and which spins or distorts in such a way that it advances the praiser's own political agenda, possibly at the expense of the one praised.
The Deck Chairs of the ``Em''Titanic``/Em'': Task Duration [June 22, 2011]
- Much of what we call ``Em''work``/Em'' is as futile and irrelevant as rearranging the deck chairs of the ``Em''Titanic``/Em''. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend task duration.
The Deck Chairs of the ``Em''Titanic``/Em'': Strategy [June 29, 2011]
- Much of what we call ``Em''work``/Em'' is about as effective and relevant as rearranging the deck chairs of the ``Em''Titanic``/Em''. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors related to strategy.
Ground Level Sources of Scope Creep [July 18, 2012]
- We usually think of scope creep as having been induced by managerial decisions. And most often, it probably is. But most project team members á#8212â and others as well á#8212â can contribute to the problem.
Scope Creep and the Planning Fallacy [February 19, 2014]
- Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes can't be addressed with management methodology. Its causes might be, in part, psychological.
Scope Creep, Hot Hands, and the Illusion of Control [February 26, 2014]
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable to prevent it. Two cognitive biases á#8212â the "hot hand fallacy" and "the illusion of control" á#8212â might provide explanations.
On Planning in Plan-Hostile Environments: I [April 23, 2025]
- In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment.
Footnotes
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Related articles
More articles on Project Management:
Geese Don't Land on Twigs
- Since companies sometimes tackle projects that they have no hope of completing successfully, your project
might be completely wrong for your company. How can you tell whether your project is a fit for your company?
Some Causes of Scope Creep
- When we suddenly realize that our project's scope has expanded far beyond its initial boundaries á#8212â
when we have that how-did-we-ever-get-here feeling á#8212â we're experiencing the downside of scope
creep. Preventing scope creep starts with understanding how it happens.
Nine Positive Indicators of Negative Progress
- Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects
do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress
might be underway?
Backtracking in Incremental Problem Solving
- Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or
iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.
Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
See also Project Management and Project Management for more related articles.
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