Reign in out of scope projects
Some projects seem to grow and grow beyond their original scope. Sometimes a client asks for more than what’s in the contract. Sometimes a project manager isn’t able to set boundaries with an executive. Sometimes, a team is asked to be “innovative,” which gets interpreted as adding new ideas to a project or features to a product.
Project managers have a term for this: scope creep.
This can be very frustrating for everyone on a team, especially if the scope creep is seen as unnecessary for the success of the project, and just “more work.”
The issue, of course, is that people, for whatever reason, aren’t willing to say something to people with perceived power over them (clients, bosses, execs, project leads, etc.).
We all want to be liked, and it’s easy to say nothing and swallow the frustration, which can build resentment among the team.
What you can do
Whether you’re a project lead or even a team member, here’s a simple process and some language you can use if you don’t have the “hard power,” to spark discussions about reigning in scope creep.
First, check in with yourself. What are your feelings and underlying needs driving those emotions? Are you feeling frustrated? If so, get real and honest about why. Your feelings will indicate an underlying unmet need. This is your core issue to be resolved with this conversation. Are you annoyed because your opinions aren’t respected? Are you frustrated because your need for understanding isn’t being met? From this grounded place, you will be more able to monitor yourself and stay present during the conversation.
Second, identify who has the power to make a change, be that your boss, the project manager, or the client. As you prepare to speak with them, set your intent for both the conversation and the relationship. Maybe your objective is to get them to see the strain on the team but also to continue working collaboratively with them. This intent will affect your word choice, body language, and demeanor, even if they get defensive.
One note: Only on rare occasions is it a good idea to “go around” your boss or others in the “chain of command.” If you have already tried and are out of other options, let them know you’re going to have a conversation with the person above them. While this can be very uncomfortable, you can do it with integrity and honesty.
Third, make sure the person you’re speaking with is open to receiving feedback. Use a phrase like, “Do you have a minute to talk about the project...?” This lets them mentally prepare that feedback is coming.
Fourth, when you do speak, keep your comments focused on observations and impact. Steer clear of judgements or accusations. Just talk about the facts and their impact. This will also help you monitor your emotions during a stressful conversation. To the extent that you can acknowledge your emotions, as they’re arising and passing, you experience them, but not be driven by them. (This takes practice, so think about joining our workshops).
Finally, end with a clear request about what you’d like to see changed. You will improve your chances of this landing well if you can tie your request to a mutual purpose.
Example:
“When you add more features to our project, the team gets stressed out because we don’t see how they will help us meet the goals of the project. We all want this project to go well, but morale and performance are becoming an issue. The next time you give us new tasks, can you take the time to explain how they relate to project goals?”
Remain in dialogue during difficult conversations and you can impact those around you, inviting dialogue, collaboration, and openness to other strategies.
