SCOPE CEREP management: How to reject customers gently and maintain relationships.

"I would like to add a little ..." The problem with the world that broke the project.

Have you ever? The project is walking well as planned. Everything looks pink. But then there was a sound of heaven (Or horror?) From the customer louder, "Nong, can I fix it a little bit?" Or "Just just remember. Would like this feature too Shouldn't it be difficult? "

These words are the beginning of a disaster that workers. Whether it's a freelance agency or software development team Both are well known as "SCOPE CREEP" (Sophop) or "germination". It is the scope of work gradually. Expanded little by little More than the first agreed from "A little" became a "a little more" and finally became a "elephant work" that caused both the budget and the power of the team slowly collapsed.

If you are encountering this problem Don't worry. You are not alone And this article is the light at the end of the tunnel We will come in -depth what this condition is. And the important thing is How can we have a way to prevent and deal with it professionally? In order for the project to end beautiful and still maintain good relationships with customers

-Prompt for illustrations-

The graphic image shows freelance or the team is sitting in front of the temple. With many directions arrows with "add more" message, "solve this", "a little more" rushing into a small demon That is creeping into the project

Why can Scope Cree happen? Despite talking?

Many people may wonder At first, the scope of work was clearly agreed. Why can the germination problems happen again? From real experiences and information from experts such as Project Management Institute (PMI), it is found that the main reason Usually comes from these factors:

• The scope of the starting work is unclear (Ambiguous Scope Definition): This is the most common root. The agreement with the word "I'll make" or "this overview" without documents specifying the feature details, the number of times the correction, or what "excluding" is in the event, causing the interpretation that does not match easily.
• Poor Communication: The team may not understand the true needs of customers from the beginning. Or customers themselves may not understand technical limitations Causing the expectations of both parties to not match
• Be considerate and afraid of losing customers: especially with a freelance or small agency Rejecting customers is easy to say but it's hard to do. We tend to be afraid that customers are not happy and terminated. Causing him to follow the request for a small amount until finally becoming a big deal
• Customers do not understand complexity: In the corner of the customer, the request "a little", such as "just changing the color button" may seem easy. But in reality It may affect other parts. Of the system and takes more time to think of doing good discovery phase from the beginning Will help reduce this problem a lot
• There is no Lack of Change Control Process: when there is a request to change or add. But there is no official process to support Everything will be vignettes. Makes it impossible to control the situation

Understanding these causes is the first checkpoint that will help us plan to prevent history from repeating the next project.

-Prompt for illustrations-

Infigue images that summarize the 5 main causes of the Scope Creep by using icons in each item such as blurred documents icon. (The scope is not clear), the phone icon that is broken (communication), heart shaped icon (Consciousness), etc.

If allowing the work to grow continuously How will it affect?

Letting the Scope Creep bite the project continuously, without dealing, it may seem to buy peace of mind in the short term. But the long -term impact is more serious than expected Both to the project, the team, and your own business

• Budget overruns: Every "a little" that added means time and resources that require more. Which means the cost of the project is also higher If you don't charge more Your profits will decrease. Or maybe to the point of loss
• Delivered in the DEAD DEADLINES: when the work is increasing But the time is still the same Delaying delivery is inevitable. Which affects reliability and may damage the customer's business
• Team Burnout: To work harder under pressure And having to edit the work at "Not in the plan" often, undermine good encouragement Causing the team to become exhausted and may result in the quality of the overall work decreased
• Reduced Quality: In order to complete the work in time The team may have to rush until there is no time to check the quality of the work (Quality Assurance), causing errors.
• The relationship with the customer is worse: Is it strange? Even though we try to do everything as the customer asks But in the end, the relationship may be worse. Because when the project is delayed and the budget escalated Customers are not happy anyway. Became a problem from good intentions Good communication is the key. Try reading more about Communication guidelines with customers for agencies To create good understanding with each other

It can be seen that the neglect of SCOPE CREEP is not a good solution. But it is a time bomb waiting for your project.

-Prompt for illustrations-

Images that show 4 negative impacts in one frame: 1) Calendar that is torn across the line 2) Break and empty piggy bank. 3) The picture of the team that looks tired is exhausted. 4) The quality graph of the abyss

Is there any solution? And where should it start?

The good news is SCOPE CREEP. It is a problem that can prevent and manage! The key is proactive (Proactive) instead of waiting to solve the problem when it happened (REACTIVE). We can divide the solution into 2 main parts: "prevention" and "dealing".

Part 1: Prevention (Prevention)

• 1. Define the scope of work as clear as the Detailed Scope of Work - Sow:
• This is the most important heart. Your SOW document must be very detailed. Clearly specify that "What is the thing to do" and "What is the thing that does not do" including the number of times in the correction, feature details, and expected results (Deliveables) This will create a mutual understanding from the beginning. According to the experts from The Digital Project Manager
• 2. There is a process of changing request (Change Request Process):
• Create a formal way when customers want to request to edit or add work, such as using "Change Request Form" that allows customers to specify the details of what they want. Along with the assessment team impact on time and additional expenses Then send it back to the customer to approve before starting the job
• 3. Value-based pricing price:
• Instead of calculating the price according to working hours, consider the value-based pricing that focuses on business results for customers. This will help talk about the scope of work and additional expenses for "value" that is increasing.

Part 2: Reaction - when faced with requests

• 1. Learn to reject softly (The Art of Saying 'No'):
• Rejection does not mean that we don't want to help. But is to maintain the standard of the project Use sentences such as "The idea is very good! But since this part is outside the scope that was agreed at first I would like to evaluate the time and additional expenses. Then send as a separate quotation to consider. "Or" Acknowledged in order not to affect the current Deadline I'll give you a list of this program for the phase. "
• 2. Communicate the consequences straightforward:
• Explain to the customer to understand how the requests will affect the timeline and the budget. The overall show will help customers make better decisions about whether the request is worth it to exchange or not.
• 3. Make documents every time:
• Regardless of what you agree on the phone or the meeting There should be an email to summarize what agreed to send to customers every time as evidence and prevent future misunderstandings.

The best starting is to return to your work process. And start building "Protection armor" from the next project onwards

-Prompt for illustrations-

2 parts of the infographic images are "prevention" with shield icons, SOW, and Change Request. The second part is "handling" with an ears of the phone with words, graphs, effects, and confirmation documents.

Examples from the real thing that used to be successful

Imagine an agency to make a website named "Good Design Code" that used to have a headache and the problem of not ending Most projects tend to delay 30-50% more delayed and the profits are much less than evaluated. The team started to run out of fire because he had to go back and fix. "A little thing" that has increased all the time

Problems encountered: Customers often say "Think of doing this and will get that too" or "see other websites like this Can you make us too? "Which" Code Design Design "is often agreed because of consideration.

How to use: They decided to overhaul all the new processes. Beginning with the "Discovery Phase" before the project starts every time. In order to understand the needs of customers deeply And create the scope of work (SOW) that is extremely detailed Specify every function on every page and clearly specify that "Can edit the design 2 times" and "adding features other than this Will have additional expenses according to the new quotation "

In addition, they also easily create "Change Request Form" on the website for customers to fill in when they need more. In the form, the initial impact will always be sent back for the customer to approve first.

Results: In the first 3 months, there may be some wounding. But after that, the customer began to understand and respect the process. The conversation changed from "May I add" as "if you want this feature to add more How to have steps and costs? "The project starts on time. The budget does not escalate. The team returned to encouragement and most importantly, the relationship with the customer is better because everything is transparent and systematic. Now, "Code Design" can accept more work and have a much clear profit. This is the power of the SCOPE CREEP management correctly.

-Prompt for illustrations-

Comparison images of the agent/After "The Design Code" by the side is a stressful team. There is a full poster. The After is a picture of a smile, pointing to Whiteboard, which has a clear plan and the customer is holding hands with satisfaction.

If wanting to follow, what to do (checklist that can be used immediately)

Read here You would like to start managing the Scope Creep in your organization, right? Try using this checklist as a way to start. Do one by one. But do consistently

1. [] Go back to read your old contract and quotation: find a vulnerability that there is anywhere that is not clear? Which part that gives an opportunity to interpret? Take notes to improve in the next issue.
2. [] Create your own Scope of Work (SOW) template: design template, work, work, work, complete topics, including Objatives, DeliveALELALELALLES (Delivered Results), Assumptions (assumptions), Exclusions
3. [] Change Request: No complicated May start with a simple Google Forms form that allows customers to fill in when they need change. It is important to have a clear step that "who" is the evaluation of the impact and "who" is approved.
4. [] Prepare a professional denying script: Think and write the sentences that you will use to speak to customers when rejecting or notifying additional costs. Preparing will make you speak more confidently and more natural, such as:
   • "The idea is very good. In order for our main project to move forward as planned I would like to make a quotation for this additional part. "
   • "I understand that I want the work to come out the best. But for us to control the budget and time This change may have to be kept in the phase. "
5. [] Communicating this story with the team: everyone on the team must understand and use this new process as well. In order to communicate with customers in the same direction
6. [] Considering the long -term contract (Maintenance Sla): For certain types of work, such as the website, having a monthly or yearly maintenance contract (SLA) will help manage a little amendment request. Without having to hit a new quotation every time

The change requires time and patience. But the result is definitely worth it

-Prompt for illustrations-

Large checklist image on the tablet screen With a person's hand ticking in each item With an easy -to -understand icon in each item (such as an enlarged glasses icon for checking, document icon for SOW)

Questions that people tend to wonder (And the answers cleared)

Question: If we reject or charge more Customers will not be angry or see that we are not kind? Answer: This feeling can happen. But the important thing is "Communication methods" and "professionalism", rejecting reasonably and proposing a solution (such as making an additional quotation, keeping it on Facebook 2) is not responsible. But is to maintain the standards and quality of the project In the long run, the customer will see the value of this professional than "get" everything that is requesting, but the project is broken. Question: Small work, just 5-10 minutes, do you have to do more money? Answer: This is a matter that requires discretion. Sometimes a little help is to create a good relationship. But you have to clearly set your "dividing lines" May have the criteria that "If it is a job that takes less than 15 minutes and can be done immediately Will make it a service "but if you start a request like this often (such as 3-4 times a week), that is the signal that you have to start using the Change Request process so that your customers see that your time is valuable. Question: What to do if the customer does not pay more? But still confirmed to take the job requested? Answer: This is the most difficult situation. But you have to adhere to the contract and scope that has been agreed from the beginning. Go back to SOW documents and clarify politely that what is requested beyond the real agreement. If the customer stands May have to negotiate a joint solution, such as reducing the scope of the original work in exchange for the new feature that is needed. Or in the worst case May have to consider ending the project according to the contract conditions Which is something that no one wants to happen But having a concise contract will help protect you. Question: What tools can help manage these things? Answer: Yes! Project Management Tools such as Asana, Trelllo, Jira, or Clickup can help you create a Task, follow the progress, and see the overall project better. Makes it easy to explain what the team is doing And how will the new work be added to the current plan?

-Prompt for illustrations-

Q&A style illustration with a large question mark (?) And a large symbol (✓ ✓), along with the cartoon characters who are wondering and people who are nodding.

Summary: Change "Germination" to "growth opportunities"

Management of Scope Creep is not just about rejecting customers. But is to upgrade professionalism in your project management It is a transparent process. Causing both you and the customers to see the same image from the beginning to the end

The key is to change from the "defensive" work to "proactive plan". Investment time, contract, and scope document (SOW) to be concise at first. It may seem like a boring and waste of work. But believe it, it is saving time, budget, and enormous power of your heart in the long run.

Don't let the word "I would like to add a little" to destroy your project and good intentions anymore!

It's time to use the checklist that we provided to try to apply to your next project. Start with small things That can be done immediately And you will definitely see the change.

If you are looking for a partner who understands these problems and has a systematic work process for creating digital projects. Whether it's a website or development, the VISION X Brain is ready to consult and work with you to create excellent results without problems of germination!

-Prompt for illustrations-

Inspiration image Showing workers are shaking hands with customers. With the backdrop of a rising graph And there is a shield icon to prevent SCOPE CREEP, the calendar that is sent on time, and the trophy of success

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