| This is because of various requirements that have | | | | Change Control Documents |
| been allowed to flow in and out of the project scope. | | | | A change control document that outlines and justifies |
| This experience, that Six Sigma teams face and need | | | | additions and deletions to the project requirements |
| to effectively handle, is called scope creep. | | | | must be prepared. |
| How Do You Handle Project Scope Creep? | | | | Before the meeting, the person who produces the |
| Scope creep is often due to unclear planning. In the | | | | document should be appointed, and any variations to |
| first meeting of the team, if the scope is not defined | | | | the project, along with approvals of the core team and |
| and rules set to handle scope creep, then there is | | | | other members. |
| bound to be the failure of such a project due to its | | | | Just Say No |
| unmanageable scope. | | | | The project manager is responsible for the timely |
| With knowledge about what needs to be considered | | | | delivery of the project with due consideration to the |
| for success, project scope can cover most of the | | | | enhanced requirements. It is best left to the project |
| issues before implementation. | | | | manager to decide what to include and what not to |
| Scope creep may come in even after that. In such | | | | include in the project scope. |
| cases, if you want to avoid creep spoiling your project | | | | The project manager should also ensure that a |
| plans, formal sign off is necessary. Companies often | | | | balance is created between input that is accepted and |
| avoid it, as that brings in accountability. | | | | rejected. They should have the ability to say no to any |
| However, to ensure that your project stays within the | | | | inclusions that do not serve the purpose of the project. |
| scope you should have clear understanding of what | | | | Whenever a project is being planned, communication |
| the scope of the project will entail. Proper | | | | about the scope and the inclusions of the project must |
| communication is necessary to ensure that the project | | | | be done in the first meeting. |
| details are communicated to all stakeholders. | | | | Though there may be some areas where some |
| A useful medium is email, which can be sent out to | | | | inclusions may be required, there has to be a cut off |
| everyone, and the responses obtained will specify an | | | | where any new inclusions will not be allowed. Any |
| agreement on the project's scope. | | | | changes should be justified and documented. |
| Sometimes, even verbal agreements during meetings | | | | This will help in controlling the project scope creep |
| can be sufficient - but this is not the preferred method. | | | | from spoiling your well-planned Six Sigma project. |