Analyzing Scope Creep
Scope creep, also commonly referred to as feature creep, “is the natural tendency of the client, as well as the project team members, to try to improve the project’s output as the project progresses” (Portny, 2008, p. 346).
Lately I have been reflecting on scope creep, and it occurred to me that the college’s recording studio I manage is a product of scope creep. In the early stages of planning the recording studio, we had a clear vision for the role the studio would play at the college. The modest space, designed with a finite budget in mind, would support faculty at the college with recording such things as video orientations and module overviews. It was clear based on conversations with faculty that such a studio would be highly valued.
The studio was built to support those specifications. That was over three years ago, and since its inception very few faculty have used the studio for that purpose. Instead, there has been an enormous demand to support students in recording things such as public service announcements, mini commercials, speech practice, and a variety of other creative projects. Supporting this application has become an unavoidable thorn in my side. How do you say no to a student who wants nothing more than to turn in a creative project for the best possible grade they can earn? It has cost the department thousands of dollars to retrofit the studio to support these student projects adequately. After all the purchases, additional lighting, omnidirectional microphone, and green screen to name a few, the studio feels cluttered and ill-suited for such projects.
The lessons learned from this debacle is the importance of a thorough analysis of project requirements, and not underestimating the complexity of the project. Avoiding scope creep is not possible (Portney, 2008, p. 347). Though, conversations with our students, as well as faculty, might have mitigated some of our pain.
References
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
