Controlling the uncontrolled by noticing the unnoticed

Abstract

Scientific literature is rather scarce as comes down on how to deal with Scope Creep (not be confused with Scope Changes) in Infrastructure Projects. However various studies and consulted practitioners in this study have pointed out that Scope Creep is often a root cause of project delay, cost overrun, and poor quality. Project Management faces considerable challenges to deal with the causes and consequences of Scope Creep. Scope Creep is by its (creeping) nature difficult to notice timely and therefore difficult to control. Scope creep deviates in this respect from 'normal' scope changes that can be identified and controlled through regular project scope change processes. In particular in Infrastructural Projects that are realized through means of fixed-price contracts scope creep can become hazardous. Therefore, this research was executed with an objective of investigating tools, techniques, and approaches which will potentially help practitioners in minimizing/mitigating scope creep causes and dealing with scope creep consequences. Based upon the identified causes of scope creep in literature, a scope creep management model was proposed for large infrastructure projects which are executed on lump sum price contracts by design and engineering consultancies. This model has divided the management processes into two groups namely planning process group i.e. project front end loading phase and monitoring & controlling process groups i.e. project execution phase. The distinction between these two groups is vital as they require different set of tools, techniques, and approaches to control the occurrence of scope creep and change. The workability and effectiveness of the developed model were validated and optimized by a focus group of experts. Further research is suggested to investigate the application of the model and its relation to project performance.