Scope Creep is always bad.

Standard

Tip o’ my hat to PMHut (@PMHUT) for a comment last week. In it, he/she describes how the technique described for developing a Work Breakdown Structure could led to Scope Creep. Agreed – enthusiastic team members can use that technique to introduce cool new features, functions, capabilities not intended in the Charter. Not good.

We all know that Scope Creep in all its flavors is the enemy of Project Managers, right? Don’t we?

No, we don’t. Some Project Managers continue to assert that giving the client a little extra, exceeding their expectations, is good PM.

Wrong. it might be good business, but it is bad PM, and it is bad practice. While you are busy being a business manager, you are not being a project manager. It is very difficult to wear both hats at once. You will do both poorly. Beware.

Our loyalty, as a PM, should lie with our Project Charter and the defined project scope, budget, schedule and quality objectives. ANY unplanned, uncontrolled change is a threat to the Charter and project.

We PM’s should not be the source of change. We should resist unplanned change, even as we assess, control and implement approved change.

Whether from outside pressures (Scope Creep) or from inside the team (Gold Plating), it is a bad PM practice. Don’t be bad. be good.

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