Scope creep (also called requirement creep, or kitchen sink syndrome) in project management refers to changes, continuous or uncontrolled growth in a project’s scope, at any point after the project begins.[1] This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful.[2] It is related to but distinct from feature creep, because feature creep refers to features, and scope creep refers to the whole project.
Scope creep can be a result of:
- poor change control
- lack of proper initial identification of what is required to bring about the project objectives
- weak project manager or executive sponsor
- poor communication between parties
- lack of initial product versatility
These aspects can affect the operational efficiencies of companies, especially when involved in long-term relationships.[3] Scope creep is a risk in most projects. Most megaprojects fall victim to scope creep (see Megaprojects and Risk). Scope creep often results in cost overrun. A "value for free" strategy is difficult to counteract and remains a difficult challenge for even the most experienced project managers.
See also[edit]
- Anti-pattern
- Cost overrun
- Scope Management
- Planning poker
- Escalation of commitment
- Instruction creep
- Mission creep
- The Mythical Man-Month
- Second-system effect
- Software bloat
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