Scope creep: Difference between revisions
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'''Scope creep''' (also called '''focus creep''', '''requirement creep''', '''feature creep''', '''function creep''') in [[project management]] refers to uncontrolled changes in a [[project|project's]] [[scope (project management)|scope]]. This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered a negative occurrence, and thus, should be avoided. |
'''Scope creep''' (also called '''focus creep''', '''requirement creep''', '''[[feature creep]]''', '''function creep''') in [[project management]] refers to uncontrolled changes in a [[project|project's]] [[scope (project management)|scope]]. This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered a negative occurrence, and thus, should be avoided. |
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Typically, the scope increase consists of either new [[Product (business)|products]] or new features of already approved product designs, without corresponding increases in resources, schedule, or budget. As a result, the project team risks drifting away from its original purpose and scope into unplanned additions. As the scope of a project grows, more tasks must be completed within the budget and schedule originally designed for a smaller set of tasks. Thus, scope creep can result in a project team overrunning its original [[budget]] and schedule. |
Typically, the scope increase consists of either new [[Product (business)|products]] or new features of already approved product designs, without corresponding increases in resources, schedule, or budget. As a result, the project team risks drifting away from its original purpose and scope into unplanned additions. As the scope of a project grows, more tasks must be completed within the budget and schedule originally designed for a smaller set of tasks. Thus, scope creep can result in a project team overrunning its original [[budget]] and schedule. |
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Scope creep is a [[risk]] in most projects. Most [[megaproject]]s fall victim to scope creep (see [[Megaprojects and risk]]).{{Fact|date=January 2009}} Scope creep often results in [[cost overrun]]. A value for free strategy is difficult to counteract and remains a difficult challenge for even the most experienced project managers. |
Scope creep is a [[risk]] in most projects. Most [[megaproject]]s fall victim to scope creep (see [[Megaprojects and risk]]).{{Fact|date=January 2009}} Scope creep often results in [[cost overrun]]. A value for free strategy is difficult to counteract and remains a difficult challenge for even the most experienced project managers. |
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The [[Identity Cards Act 2006|identity card scheme]] in the [[United Kingdom]] has been accused of susceptibility to a degree of function creep, as "the pattern of disclosure and use of personal information is markedly different from that originally declared."<ref name="historyandpolicy">{{cite web|url=http://www.historyandpolicy.org/papers/policy-paper-33.html|title=Identity cards in Britain: past experience and policy implications|last=Agar|first=Jon|date=November 2005|work=History & Policy|publisher=History & Policy|language=[[English language|English]]|accessdate=9 December 2010|location=[[United Kingdom]]}}</ref> |
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==See also== |
==See also== |
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==References== |
==References== |
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{{reflist}} |
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* [http://maxwideman.com/pmglossary/PMG_S01.htm Wideman Comparative Glossary of Project Management Terms] by R. Max Wideman P.Eng. FCSCE, FEIC, FICE, Fellow PMI |
* [http://maxwideman.com/pmglossary/PMG_S01.htm Wideman Comparative Glossary of Project Management Terms] by R. Max Wideman P.Eng. FCSCE, FEIC, FICE, Fellow PMI |
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Revision as of 18:35, 16 December 2010
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Scope creep (also called focus creep, requirement creep, feature creep, function creep) in project management refers to uncontrolled changes in a project's scope. This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered a negative occurrence, and thus, should be avoided.
Typically, the scope increase consists of either new products or new features of already approved product designs, without corresponding increases in resources, schedule, or budget. As a result, the project team risks drifting away from its original purpose and scope into unplanned additions. As the scope of a project grows, more tasks must be completed within the budget and schedule originally designed for a smaller set of tasks. Thus, scope creep can result in a project team overrunning its original budget and schedule.
If the budget and schedule are increased along with the scope, the change is usually considered an acceptable addition to the project, and the term “scope creep” is not used.
Scope creep can be a result of:
- disingenuous customer with a determined value for free policy
- poor change control
- lack of proper initial identification of what is required to bring about the project objectives
- weak project manager or executive sponsor
- poor communication between parties
- Agile software development based on subjective quantifications.
Scope creep is a risk in most projects. Most megaprojects fall victim to scope creep (see Megaprojects and risk).[citation needed] Scope creep often results in cost overrun. A value for free strategy is difficult to counteract and remains a difficult challenge for even the most experienced project managers.
The identity card scheme in the United Kingdom has been accused of susceptibility to a degree of function creep, as "the pattern of disclosure and use of personal information is markedly different from that originally declared."[1]
See also
- Project management
- Cost overrun
- Creep (project management)
- Instruction creep
- Featuritis
- Megaproject
- Megaprojects and risk
- Mission creep
- Software bloat
References
- ^ Agar, Jon (November 2005). "Identity cards in Britain: past experience and policy implications". History & Policy (in English). United Kingdom: History & Policy. Retrieved 9 December 2010.
{{cite web}}: CS1 maint: unrecognized language (link)
- Wideman Comparative Glossary of Project Management Terms by R. Max Wideman P.Eng. FCSCE, FEIC, FICE, Fellow PMI