Your project started with so much promise. You understood the assignment, and was looking forward to delivering the outputs consistent within the agreed timeline. However, weeks or months later, the work you and your team have actually been doing is different from what had been initially agreed. Specifically, you all are doing more than what was specified in the project contract.
In some instances, the timelines have been relaxed, but in others, especially those that are government or donor-funded, the project completion date remains unchanged. However, more often than not, the project price is not adjusted (increased!) to reflect all the additional work that the client requires.
The scenario outlined above is an example of scope creep, which generally occurs when new features or requirements are added to the scope of an ongoing project, but the impact of those additions, such as with respect to time, costs, and resources, have not been clearly (and fairly) addressed. Although some changes in scope of a project may occur, ideally, they should be minor in nature, and so not unduly affect the methodology, resources, effort and/or timelines that had been envisaged, and upon which the implementation plan was developed.
Having said this, scope creep can be seemingly innocuous, and is only recognised when it is too late. Below are four ways through which scope creep can get a footing in our project.
1. Lack of clarity and depth to initial specifications
Frequently, this reason is at the root of the scope creep experienced. The project requirements being poorly defined could arise due to, for example:
- The person preparing the requirements did not understands the desired project outputs and the environment in which the project it to be executed
- The person preparing the requirements did not have the expertise to do so
- The requirements may have been fairly accurate when they were initially developed, but due to a lag between project conceptualization and implementation, the environment in which the project would be executed has changed
It should also be noted that, if it had not been done prior to contract signature, the initial project meetings still offer an excellent opportunity to clarify and confirm the specifications of a project.
As the technical expert that will execute the project, you are well within your right to question requirements that are not clear, or to confirm the context within which requirements are supposed to operate. Accordingly, you may be able to advise the client on imminent challenges likely – which should all be confirmed in writing (!) – and to manage expectations.
2. Permitting unmanaged contact between client and project teams
Although it is crucial for the project team to interact with the client’s team, especially those that will be using the project outputs, those relationships need to be managed. It is easy for one or more of the client’s employees, especially those who are to work closely with you, as the Consultant or Vendor, to begin to direct your work. Without warning, you may find yourself executing unauthorized tasks to help that individual (or department), which are beyond the scope of the project, but nevertheless consume your time and resources.
3. Customers are trying to get free work
Following from the previous point, clients can sometime expect that because they are already paying you for the project you are to execute, they are entitled to get as much free work out of you as they can. Further, the Terms of Reference and scope of works are merely considered guides, and so the client has the licence to adjust and expand the project, as he or she sees fit. Another scenario that could be at play is that the required project was quite ambitious, but it had to be pared back to meet the budget. Now that it is being executed, the client is trying to extend the effort to cover some of the tasks/activities that had to be omitted.
Hence, although the scope of work for a project is clear, you might find that a client is seeking detailed advice on matters not connected to the project at hand, or they are asking you to perform additional tasks (beyond those initially specified), without discussion of additional pay, or the impact on the original project.
4. Weak project management
Too often, we can get bogged down in the intricacies of executing the project, and not monitor the big picture – especially when the project has several moving parts, requires a lot of manpower, and/or is several months in duration, which must all be coordinated. However, even if you are the only Consultant or Vendor assigned to a project, project management is still crucial to ensure the assignment stays on track with the most efficient and effective use of resources.
In summary, some adjustment to the scope of a project is almost inevitable on most projects, as one moves from the theoretical to the actual – from project conceptualisation to implementation. However, the key is to manage it: what is permitted; and what isn’t. Once again, it means that someone, possibly you, ought to be monitoring the project execution process to ensure that the project deliverable match the agreed scope of work, and you, and your team, have not been unduly monopolised by a project that should have ended weeks or months ago, but for which there was no additional payments.
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THE Urban Development Corporation of TT (Udecott) said on Tuesday a decision will soon be made on the award of a contract for restoration works on President House. Responding to queries from Newsday, Udecott said the tender process for this project has been completed.
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During his keynote address at the Grand Bahama 20th Annual Business Outlook at Grand Lucayan resort on Thursday, Deputy Prime Minister and Minister of Finance, the Hon. Peter Turnquest outlined some of the programs and initiatives the government is taking in order to remain transparent in its fiscal policies.
One of those initiatives is one in which the Minister said the government is very proud of, as it relates to public financial management and reform.
“In this regard we are starting with an innovative program for e-tendering for government contracts and services,” explained Minister Turnquest.
“We launched a pilot program two months ago, where we have an e-trade portal, where vendors can log on, put in their information and once that information is uploaded in that system, they (vendors) will receive automatic notifications of projects and services that are out for bid. They will be able to submit their tenders or responses electronically and they will be able to track the process on line.
“They will be able to know every stage of the bidding process; they will know when it is closed, how many bidders bid on the work, they will know who received it and they will have a summary explanation as to why the contract was awarded to that person.”
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THE National Works Agency (NWA) has announced that the bridge that was promised to residents of Chesterfield, St Mary, should be in place by the start of the next hurricane season.
The bridge, the NWA said in a release Tuesday, is one of seven that are now being fabricated in China for delivery to Jamaica by the end of March.
Prime Minister Andrew Holness last year made a promise to the residents that a structure would be erected in the area in order to ensure that the community is accessible during times of inclement weather. For years residents have, at times, had to brave flood waters in the Wag Water River, in order to access their homes.
NWA Chief Executive Officer EG Hunter said that the bridge is being sourced under the Major Infrastructure Development Programme, the release said.
The seven bridges and associated parts are being procured at a cost of US$2 million.
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You have finally been awarded the project and are eager to get to work. While the focus will be the successful delivery of the stipulated outputs, which may include preparing one or more reports, surprisingly, many Consultants and Vendors are reluctant to communicate with their clients in writing. Phone calls, text messages, especially WhatsApp, are increasingly becoming the norm. However, there are several instances during the life of a project when it would be prudent to properly document what is occurring – in the form of a letter, but at the very least an email – to ensure that there is a suitable paper trail that can be referred to as and when needed. Here we outline four situations, which may occur more than once during a project, and for which we strongly recommend be documented.
1. To confirm the project scope and to document changes made
Although the scope of the project, key tasks and deliverables would be known to all parties, based on the terms of reference included in initial tender documents and in the project agreement, during the life of the project certain issues and nuances that could have an impact on project implementation may emerge after the contract has been signed. While these issues can occur at any time, they frequently become known during the initial client meetings, when you may be engaging for the first time the actual team that should benefit from your work, as opposed to the procurement team.
You may thus receive first-hand insights into the situation and challenges they are experiencing, all of which may have an impact on the approach you had hoped to implement, or what might be possible based on the circumstances now more clearly understood. For matters that are likely to have an impact on the scope, approach, deliverables and/or time lines, it is crucial to ensure they are documented and formally communicated to the client, even though the client’s designated contact person may agree with the changes that should be made,
2. To confirm decisions made
At various points during a project, the client may be required to make decisions or agree to a particular approach or course of action. Once again, it is important to document those occurrences, especially when you are being specifically asked to pursue a certain course of action. You never know when you might need to remind a client of a decision that he/she took, which is now affecting how the project is being implemented, or the outputs that can be realised.
3. To document objections or concerns
Depending on the project and the client, it may not happen very often, but when it does, it is recommended that you formally communicate to the client any concerns or objections that you might have on matters pertaining to the project and/or its implementation. To a considerable degree, the client is relying on you – regardless of whether you are a Consultant or Vendor, and more specifically, your expertise.
For example, if in your expert opinion you have concerns about a certain product or an approach that has been stipulated, say something – in writing. The client may have presented its requirements based on its limited understanding of its situation, and could welcome a more considered or suitable option. On the other hand, if the client still requires you to proceed as instructed (which you should ensure is also in writing!), you may get a better understanding of the circumstances and why that decision is being maintained. Alternatively, you can take solace in the fact that you gave the client the benefit of your expertise, which they chose not to pursue.
4. To track time-sensitive matters
Finally, most project tend to have a time frame in which they must be completed. It therefore means that many of the project tasks are time-sensitive, with some of them being critical inputs for subsequent activities. While you, as the Consultant or Vendor, may have some control over how you use your time, and the effort applied to ensure that tasks are completed within the time envisaged. there tend to be instances over which you have very little control, but they can hinder rate of progress. Two situations readily come to mind: securing feedback or approval from the client; and securing information or feedback from third parties, such as the client’s partners, associates, customers, or stakeholders. In both instances, it is recommended that you ensure that your initial communication on the issue is documented, and thereafter, any follow-up made to urge responsiveness.
In summary, regardless of the project, it is important to develop a habit of establishing a paper trail. Although most projects will occur and conclude without incident, that should never be assumed. Further, projects can go awry for a multitude of reasons, and people tend to develop amnesia with respect to their role in the challenging situation being experienced.
It can thus be easy to try to blame you, as the Consultant or the Vendor – even when it is not your fault, However, in having a paper trail, you may be in a better position to refute allegations levelled at you, and (gently) remind all of the parties of the role in the debacle that has occurred.
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