[Articles](/articles.html)>[Business](/articles.html#business-articles)> How to prevent and manage scope creep
# How to prevent and manage scope creep
September 22, 2026 • 7 minutes
Written by[Ashley White](/blog/authors/ashley-white.html)
Reviewed by [Kathryn Uhles](/about/academic-leadership/dean-kathryn-uhles.html), MIS, MSP, Dean,[College of Business and IT](/about/colleges/college-of-business-and-information-technology.html)
When a client emails with a quick request or a stakeholder asks for one more deliverable, a project can quickly go beyond its original scope. Knowing how to recognize and prevent those unplanned changes can help project teams stay on track.
## What is scope creep and why does it matter?
Scope creep is the addition of new work that goes beyond a project’s original boundaries. It happens when tasks, requirements or deliverables are added to a project without a review. In that way, it’s different from a planned change, which requires formal approval before a team adds that work to a project.
Unplanned project changes can happen gradually. For example, a client may first ask a development team to add one small feature to an application. The next week, the client may ask for new integrations or improved security features. While each change may seem relatively minor, they can add up until the finished project looks much different from the original plan.
Added project tasks can have consequences. They can create schedule delays, pushing back planned milestones or deadlines. If a team requires more resources or staff to do the extra work, the project budget may increase. Teams may feel increased pressure to complete tasks they weren’t expecting to do, which can lead to frustration and lower morale.
Additional requests may also affect a project’s performance. Research from the[Project Management Institute](https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pmi-pulse-of-the-profession-2024-report.pdf)shows a connection between fewer unplanned changes and stronger project performance. Organizations with the highest reported project performance experienced scope creep on 23% of projects, compared with 37% among organizations with the lowest project performance.
## What causes scope creep during projects?
Several causes may lead to additional and unexpected tasks or expectations in a project. One is when the project team and stakeholders haven’t agreed on a[defined project scope](https://www.phoenix.edu/articles/business/how-to-define-project-scope.html), and they have different expectations about the work to be done. A stakeholder may expect outcomes that the team didn’t anticipate or fully understand.
Scope creep can also occur when there’s no formal process for requesting or reviewing changes. A change control process sets guidelines for submitting requests and determining how they may affect the project budget, timeline or resources. Based on those factors, project leaders can then choose whether to approve or deny the changes. Without this process, informal change requests can add up quickly, leaving teams to take on extra work without fully evaluating the potential impact.
Other common causes of uncontrolled expansion of projects can include:
- Incomplete project requirements or acceptance criteria
- Changes in stakeholders’ expectations
- Limited stakeholder involvement during project planning
- Communication gaps between teams and stakeholders
- Conflicting input from multiple decision-makers
- Late feedback from customers or stakeholders
Changes to project boundaries may be difficult to recognize if they happen gradually. However, some warning signs may signal a shifting project scope. These can include multiple requests for new tasks and disagreement between teams and stakeholders about deliverables. If a[project manager](https://www.phoenix.edu/articles/business/what-is-a-project-manager.html)notices those signs, it may be a good idea to review the scope before proceeding with new work.
## How can project planning prevent scope creep?
Project planning can go a long way toward preventing scope creep. Before a project begins, teams can define the requirements with stakeholders, create a scope statement and determine a change control process. If requested changes go beyond the defined scope, the[project manager](/career-guides/business/project-manager.html)can choose whether to accept them and make the necessary adjustments to the schedule or budget.
During the planning phase, project managers can start by gathering requirements from key stakeholders. Requirements can include the deliverables to complete, who approves them and the required acceptance criteria, which outline the standards that deliverables should meet for approval. Getting clarity on requirements early can help project managers avoid misunderstandings that may result in later requests for additional work.
Once the project manager has determined the requirements, they can create a detailed scope statement outlining the project’s goals, deliverables and exclusions, which include tasks or requirements that go beyond the project scope. For example, some exclusions for a construction project may include electrical upgrades, plumbing, mold removal and design services. If a stakeholder later asks for changes that conflict with those exclusions, a project manager can use the scope statement to reiterate the boundaries.
Documenting the project requirements and planned scope won’t necessarily prevent changes during a project, but it can give project managers a roadmap for reviewing proposed changes and deciding how to proceed. Before beginning work, a project manager should share the requirements and scope statement with stakeholders to make sure there’s alignment about the deliverables, exclusions and timeline.
By getting this approval in the planning phase, teams and stakeholders can move forward knowing there’s agreement about the project boundaries before execution begins.
## How can teams manage scope creep throughout projects?
While initial planning can help keep projects within scope, some unplanned changes may be inevitable. Business needs can change or stakeholders may identify new priorities. When this happens, teams can take some steps to manage the project scope before unexpected work creates larger issues.
This is when a formal change control process, involving key stakeholders such as clients and executives, can be helpful. It may look like this:
1. Document the proposed change, the reason for the request and who submitted it.
2. Assess the proposed change and compare it to the original scope.
3. Evaluate the change’s impact on scheduling, cost, resources and staffing.
4. Determine whether to accept or reject the change request.
5. Share the decision with the appropriate stakeholders for final approval.
6. Update the project plan to include the change.
7. Share the change with the project team.
This process can help teams review unplanned changes and, when applicable, decide how to incorporate them into workflows. For example, a project manager may need to request an updated deadline to give team members enough time to complete new tasks.
If multiple requests come through, project managers can prioritize them to determine which require immediate attention. They can compare the request with the project goals and requirements to decide which changes are most important.
When a requested change becomes a higher priority than a planned task or deliverable, the project manager may postpone or adjust the original work to make room for it. They may also use phased delivery to divide the work into stages, moving a new request to a later stage instead of beginning it right away.
## Tools and practices for managing project scope
Knowing how to manage and prevent scope creep is an[essential skill for project managers](https://www.phoenix.edu/articles/business/essential-skills-for-project-managers.html). There are tools and practices they can use to keep projects within scope from start to finish.
Document templates can help project leaders make decisions and share changes with team members and stakeholders. The templates include change logs, which record requested changes, final decisions and the status of changes.
Another helpful tool is a requirements matrix, a document that outlines the project requirements and connects them to tasks and deliverables. When a stakeholder requests a change that’s outside the scope, a project manager can use this matrix to trace the proposed change to a specific requirement.
Similarly, a responsibility matrix can clarify who oversees specific tasks and decisions, including approval of project changes. Having defined roles can help team members understand who has the authority to implement project changes.
A post-project review can be a useful tool for evaluating why the scope changed and how the team handled additional requests. The review can help teams identify how they can improve change control processes. A project manager may learn, for example, to ask clarifying questions about requirements earlier in project planning to avoid ongoing change requests.
## Learn more about project management concepts like scope creep
Knowing techniques for managing scope creep can help you keep a project on track and within its approved boundaries. If you’re interested in learning more about project management or other business management concepts, University of Phoenix offers[business programs](https://www.phoenix.edu/online-business-degrees.html).
For more information about these programs, contact[University of Phoenix](https://www.phoenix.edu/request/request-information)
Read more articles like this:
[What is an Office Manager? Online Degrees November 22, 2023 • 6 minutes](/articles/business/what-is-an-office-manager)[Business Analytics and Intelligence Online Degrees October 25, 2022 • 7 minutes](/articles/business/business-analytics-and-intelligence-are-not-the-same)[What Is Systems Thinking? Online Degrees April 22, 2025 • 8 minutes](/articles/business/what-is-systems-thinking)
### ABOUT THE AUTHOR
Ashley White is a freelance writer and content strategist specializing in education, professional development and careers. She has written hundreds of articles about workplace skills and career growth for national brands and employment platforms.
### ABOUT THE REVIEWER
Currently Dean of the College of Business and Information Technology, Kathryn Uhles has served University of Phoenix in a variety of roles since 2006. Prior to joining University of Phoenix, Kathryn taught fifth grade to underprivileged youth in Phoenix.
This article has been vetted by University of Phoenix's editorial advisory committee.
[Read more about our editorial process.](/blog/editorial-process.html)
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