“Could you just add this thing in here and make some changes to that other thing over there? It won’t take you long.”
How many times have we heard that before? And how often has it turned into a time-consuming task, pushing other deadlines back?
Welcome to scope creep!
This common but thoroughly unwelcome phenomenon is a problem that instructional designers must carefully manage.
Yes, you will have to develop a healthy amount of assertiveness to push back, but there are also some clever tactics I want to share with you.
Here’s how you can keep scope creep in check:
What is scope creep and why does it happen?
Scope creep is when a project’s workload expands beyond the boundaries of what was initially agreed upon without making corresponding adjustments to the original budget, resources, or deadlines.
While the odd extra task may pop up without affecting the original scope, multiple requests can quickly stack up and cause you a real headache.
The reality is that scope creep has a significant effect on the quality of a project and can actually cause the entire thing to fail.
One 2022 study found that failed projects (due to scope creep) suffered severe budget overruns, schedule delays, quality reduction, and overall stakeholder dissatisfaction. All the things you’d rather not happen!
There are lots of reasons why scope creep happens, but the main cause is a poorly defined original project scope and lack of change control processes.
Ironically, most scope creep requests come from the stakeholders or SMEs themselves. They are notorious for changing their minds or shifting priorities midway through.
You also play a key role. If you don’t take a firm stance and push back, then you’re essentially inviting scope creep in.
Key ways to prevent scope creep in instructional design
The most effective way to prevent scope creep is to make it as hard as possible to happen in the first place.
By nipping it in the bud upfront, stakeholders are less likely to come to you with any unplanned changes.
1. Take extra time to define the project
Before you begin any instructional design project, the goals and objectives must be crystal clear. This includes all the deliverables, deadlines, resources, and, of course, how much it will all cost.
Get as detailed as you can because the more clearly it’s defined, the harder it will be to tack on extra work.
Having a well-defined scope – along with stakeholder buy-in – provides you with a concrete foundation to keep everyone’s expectations at a realistic level.
2. Break the project down into smaller deliverables
It can really help to divide a large ID project up into smaller pieces, each with its own mini timeline, budget, and resource allocation.
These separate stages make it easier for stakeholders to understand the flow of work and how each previous stage affects the next.
Stakeholders will better see how new requests might impact each milestone and how they can create a domino effect. If one stage’s deadline is missed, for example, then it pushes all the other deadlines back too.
3. A formal agreement creates boundaries
An absolute must! Even if you’re not worried about scope creep, all ID projects need a written agreement that all stakeholders agree to uphold.
Remember that crucial buy-in that’s required at the planning stage? This is how you get it.
Draw up an agreement that outlines precisely what is – and isn’t – contained within the project scope.
For instance, a project for an e-learning course can define how many revisions are included within the scope, plus how much additional revisions will cost the client.
Make sure all stakeholders commit to and sign your agreement so it’s in black and white.
Want that extra thing, Mr. Stakeholder? Oh sorry, it’s not in the agreement as outlined here and signed by you.
4. Put change management in place
Requests are always going to crop up. It’s inevitable. So, to manage them, you need to have a formal review process in place.
This is where each request goes through a thorough evaluation to see how it will impact the rest of the deliverables.
Be sure to add this process to your agreement!
The reality is that many stakeholders will “try their luck” by adding on a small task here and there. If each request has to go through a process, it’s going to weed out these “extras” that have been decided on a whim.
5. Set expectations and manage stakeholder expectations
The formal agreement is also going to be your biggest ally in terms of setting the stakeholder’s expectations.
If everyone understands the scope of the project upfront, then they are less likely to deviate.
However, I find that stakeholders tend to forget boundaries and raise their expectations of what they can ask of you.
It’s your job to regularly remind them of the original scope and keep those expectations in check. This will take some work and assertion, but it’s worth the effort.
Maintain regular communication on project progress and the existing milestones. If stakeholders always know where the project stands, they are less likely to request unnecessary add-ons.
6. Limit revisions
Ah, revisions! I’ve touched on this briefly, but it deserves its own section.
“Change this color,” “Adjust this text,” “add some extra graphics.”
Before you know it, you’ve done umpteen revisions and are still receiving more.
Stop!
Your formal agreement must set a limit on the number of revisions you will accept. Whether it’s one, three, or more, be very clear on how many rounds you will do.
Additionally, set out the cost for each revision that extends beyond the agreed-upon number.
If the client has to pay extra for their indecisiveness, they’ll soon reign it in.
7. Use a proper project-tracking tool
Trello, Asana, Jira – take your pick. Just be sure to use a proper tool to keep track of your deliverables and their progress.
While this is considered best practice in any case, it’ll also help you spot scope creep when it starts, well, creeping in.
The thing is, scope creep isn’t always obvious. And while we can become pretty adept at sniffing it out, it still somehow finds a way to take hold.
If you track everything – time, budget, objectives, etc. Then, you’ll soon know if extra work is making you fall behind in a particular area.
Mid-project requests: How to push back
Okay, so you’ve carried out the damage control and done everything you can to prevent scope creep upfront. Everything is flowing nicely, when, bam!
Suddenly, the requests are piling up and you’re starting to drown.
What do you do?
Keep your generosity in check
This is a tough task, especially if you’ve landed a big client that you’re keen to impress.
However, if the client is constantly piling on extra work and not taking no for an answer, you have to stand your ground (and maybe question whether or not they’re the right organization to be working with in the first place).
The odd favor here and there can be okay – as long as it’s quick and won’t affect your deliverables.
But remember. You’re not here to be nice – you were hired to do a job.
If the requests keep flowing, then you have to push back. You may, therefore, have to develop a tough spine and a thick skin pretty rapidly.
Remember, the client wants to get the most for their money. And, while most aren’t consciously trying to take you for a ride, some will find every opportunity to take advantage.
Stay firm and don’t be afraid to say a firm and resounding “no.” Trust me, your sanity will also thank you.
Being overly generous won’t do you any favors unless burnout is something you strive for.
Demonstrate the impact
Most of the time, simply saying no isn’t going to be enough.
Stakeholders will want to know why you can’t do what they ask.
This is where you have to clearly demonstrate the impact of their request.
- Refer back to the original scope and what was initially agreed upon. And then highlight how the new request is not in line with it.
- Show how the extra work will affect other deadlines and delay the original deliverables.
- Give them the real cost of their request. Not just for the work itself, but also how it will impact the cost of the entire project (including any extra resources that may be required).
- Demonstrate the risks of the request – reduced quality, team overtime, etc.
Offer alternatives
Always question why the request arose in the first place. What is the problem the stakeholder is trying to solve with the additional work?
Often, an alternative solution is available that will satisfy the stakeholder’s needs without impacting the rest of the project too much.
Try and find these where possible.
For example, a few years ago, I was in the midst of developing a compliance training course for my client. Suddenly, I was faced with the demand to create highly customized animated videos instead of using the footage we already had.
After panicking extensively, I calmed down and showed my stakeholders how this request would significantly increase production time and costs as well as delay the course launch.
I proposed an alternative: using overlays on the existing video footage. This gave the stakeholders the visual engagement they were looking for without everything else spiraling out of control.
Wrap up
The better you become at managing scope creep, the more you will enjoy your work as an instructional designer.
Less scope creep means less stress, less overwhelm, and keeps burnout at bay. And without all of that to worry about, you can fully focus on producing high-quality learning experiences your stakeholders will love.
By Janette Bonnet
Janette Bonnet is an experienced L&D professional who is passionate about exploring instructional design techniques, trends, and innovations.