Most projects do not fail because of a lack of technical expertise. They fail because the project gradually becomes something it was never intended to be.
As Stephen Covey wisely observed:
«"You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, non-apologetically—to say 'no' to other things. The enemy of the best is often the good."»
This quote perfectly captures one of the greatest challenges in project management: scope creep.
Introduction
Scope creep occurs when additional features, requirements, or deliverables are added to a project without formally assessing their impact on cost, time, and available resources. While each individual change may seem reasonable, the cumulative effect can derail even well-intentioned projects.
I witnessed this firsthand during an attempt to convert a traditional classroom-based Home Health Aide (HHA) course into an online learning program. What began as a straightforward instructional design project ultimately failed—not because of technology, but because the project lost focus.
The Project
The institution where I worked offered Allied Health programs exclusively through face-to-face instruction. Management decided to convert the Home Health Aide (HHA) course, which consisted of only 20 contact hours, into an online format.
Because of its relatively small size, the project was expected to be completed within two months.
The project team included:
- A project manager (the school administrator)
- A subject matter expert (SME)
- Instructional and technical designers
The plan was simple. The SME would provide the course content, while the instructional design team would adapt it for effective online delivery.
Initially, the project appeared achievable.
When Scope Creep Began
The project changed significantly when the original SME left because of personal circumstances.
A replacement SME joined the project with valuable experience from another institution that had already developed an online HHA program. While her ideas were well intentioned, they fundamentally altered the project's original scope.
She proposed:
- Producing instructional videos that had not been budgeted.
- Adding CPR training that was outside the original curriculum.
- Redesigning the course to resemble the online program from her previous employer.
Individually, each suggestion had merit. Collectively, they transformed a modest course conversion into an entirely different project.
The Consequences
Unfortunately, these changes were accepted without formally evaluating their impact.
The project soon encountered multiple problems:
- The budget nearly doubled.
- The schedule extended well beyond the original deadline.
- Team members became unavailable because of competing commitments.
- Funding was insufficient to support the expanded scope.
- Team morale declined as expectations became increasingly unrealistic.
Eventually, the project stalled and was abandoned before producing a usable online course.
The organization invested considerable time and resources without achieving its intended outcome.
What Went Wrong?
Looking back, several project management weaknesses became apparent.
1. No Project Charter
There was no documented project charter defining:
- objectives
- scope
- deliverables
- success criteria
- roles and responsibilities
Without this foundation, stakeholders interpreted the project's purpose differently.
2. Weak Scope Management
Every new idea was accepted without asking important questions:
- Does this align with the project objectives?
- How much will it cost?
- How much additional time is required?
- Do we have the necessary resources?
Effective project management requires balancing good ideas against practical constraints.
3. Ineffective Leadership
The project manager adopted a largely hands-off approach.
Successful project managers facilitate collaboration while also protecting the project from uncontrolled expansion. Leadership sometimes requires saying "not now" rather than "yes."
4. Unrealistic Assumptions
Several assumptions proved inaccurate:
- The entire project team would remain available throughout the project.
- Additional funding would always be available.
- Every desirable feature should be included before launch.
These assumptions created unrealistic expectations that ultimately undermined the project.
Lessons Learned
This experience reinforced several timeless project management principles.
Every project should begin with:
- A clearly defined project charter.
- Documented objectives and deliverables.
- Defined project boundaries.
- Approved budget and schedule.
- Clearly assigned responsibilities.
Equally important, every proposed change should be evaluated through a formal change control process before implementation.
Practical Advice for Project Managers
To minimize scope creep:
1. Develop a detailed project charter before work begins.
2. Clearly define what is inside and outside the project scope.
3. Use a formal change request process for every proposed modification.
4. Assess the impact of each change on cost, schedule, quality, and resources.
5. Communicate regularly with stakeholders.
6. Remember that "good ideas" are not always "good project decisions."
Key Takeaways
- Scope creep is one of the leading causes of project failure.
- Small changes can collectively overwhelm a project.
- A well-defined project charter provides essential direction.
- Effective change control protects project objectives.
- Strong project leadership requires balancing innovation with discipline.
- Successful projects depend as much on managing expectations as they do on managing tasks.
Conclusion
Projects rarely fail because people lack talent or commitment. More often, they fail because objectives become unclear, priorities shift, and changes are introduced without understanding their consequences.
This experience demonstrated that successful project management is not about accepting every good idea—it is about ensuring that every decision supports the project's agreed objectives. A disciplined approach to scope management, communication, and leadership greatly increases the likelihood of delivering successful outcomes.
Discussion Questions
1. Have you experienced scope creep in a project? What caused it?
2. How should project managers respond to valuable ideas that emerge after a project has begun?
3. What role does a project charter play in preventing project failure?
4. Which is more dangerous: unclear project objectives or weak change control?
5. How can organizations encourage innovation without allowing projects to lose focus?