What's your approach to scope creep, as a Program Manager?

Question

Anonymous · Accepted Answer

In my previous role leading a digital transformation program for an insurance
client, we initially defined a clear scope focused on automating core customer
service processes. Midway through the program, several business units began
requesting additional features-such as integrating new third-party tools and
expanding automation to non-core processes. While these requests had merit, they
threatened to stretch our timeline and budget.
To manage this scope creep, I took the following steps:
 1. Documented Requests: I logged every new feature request in our change
    control system, capturing the business rationale and potential impact.
 2. Impact Assessment: My team and I assessed each request for its effect on
    resources, timeline, and overall program objectives.
 3. Stakeholder Review: I organized a dedicated session with key
    stakeholders-including business leads, IT, and finance-to review the
    proposed changes and present our analysis.
 4. Prioritization and Decision: Together, we prioritized the most critical
    enhancements that aligned with strategic goals and agreed to defer or phase
    out lower-priority requests for future releases.
 5. Transparent Communication: I communicated the decisions and rationale to all
    stakeholders, ensuring alignment and managing expectations.
 6. Updated Documentation: The scope document and project plan were updated to
    reflect the approved changes, and the change log was maintained for ongoing
    transparency.

Result:
By applying a structured change control process, we delivered the core program
on schedule and within budget, while also creating a roadmap for future
enhancements. Stakeholders appreciated the transparency and felt engaged in the
decision-making process, which minimized resistance and maintained trust.

Anonymous · Answer

As a Program Manager, in order to avoid scope creep, the most important task is
to ensure correct estimations at the beginning of the initiative. Ensure that
each step of a new project is being laid out, and requirements are properly
noted. Often, these meetings and a lack of documentation are how things get
lost. Once this happens and a project is started, it’s important to have
continuous updates so that if a task turns out to be more complex than
originally expected, we can immediately create a plan to mitigate that and stay
as on schedule as possible.

Anonymous · Answer

I try my best to limit scope creep by making sure we outline what our goals are
at the beginning of a program. At the beginning, I create a Program Charter that
outlines the details of the program, what the goals are, and who all is involved
and their responsibilities (as depicted in a RACI chart). When stakeholders
introduce scope creep, I ask if it is tied to the program goals. If it isn't, I
suggest placing it in the backlog. If it does relate to the goals, and we
determine the tradeoffs are doable, I will share with the program sponsor what
other feature would be at risk if we were to bump it and if they deem it okay,
we will add it.

What's your approach to scope creep, as a Program Manager?

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