What is 'Scope Creep'?
Just as the name suggests, scope creep is the gradual increase in the scope of works while the price remains the same. As a consultant you were contracted to undertake a certain set of activities for a certain price. However, the client keeps adding extra things on top of what was agreed in the Terms of Reference (ToR). For example by saying 'oh by the way, can you also add a few additional questions to the survey?'
Due to how incrementally things are added, the consultant don't usually realise how big the project has gotten. Afterall, you are not going to charge more for just speaking to one more staff member, right?
Before you know it you are in too deep and the project activities have gotten way bigger than when the contract was signed. Now you are stuck with the original price stated in contract. This is where you begin to lose money as you spend more time and effort on a project than you anticipate.
I was once a sub-contracter on a project that should have been completed in 3 months but instead ended up going on for more than a year! This happened because the client who had a contract with the firm (which sub-contracted me), kept requesting additional items and calling for several rounds of revisions to documents. The bureaucratic process at the client's organisation meant that documents went through several divisional heads and partners. Each person had their comments on the document and we had to spend time editing, re-drafting and resubmitting.
This resulted in months where we were working hard without receiving any payment as the payment of the deliverable was tied to approval of documents, not the drafts.
'The monster that pounces when you least expect it'
How do you address Scope Creep?
Be vigilant as a consultant and maintain open communication. Have very clear scope of works from the beginning. Additionally, instead of agreeing to every change your client makes, explain that you can add a task if another task is removed from the agreed scope of works. This encourages the client to prioritise on which tasks are more important. If they feel that the existing and new tasks are equally important, then it is time to renegotiate the price.
Additionally, negotiate payment terms that gives you a deposit upon signing of a contract, or at least a first payment soon after signing (e.g. after submission of an inception report or attending a stakeholder's meeting). Structure the payment terms in such a way that you receive at least 50% of the total cost of the contract around mid-way the consultancy.
At least this way, you would not have to leave empty-handed or feel compelled to keep entertaining the scope creep (like my colleagues and I did) simply because of outstanding payments. It is easier to cut your losses and move on if things get unbearable. Lastly, negotiate that you are paid for draft deliverables so that your payment is not held up by lengthy, internal bureaucratic approval processes.
Have you experienced scope creep? If yes, how did you address it? Let me hear from you.