Scope creep is rarely just a project issue - it’s a leadership issue. I know that clarity beats control. Clear business goals, aligned stakeholders, and a strong product owner are your best defenses. Every change request should map directly to ROI. And most importantly: say no more often. Scope doesn’t creep when priorities are non-negotiable.

Ever heard about the strategy "Divide and rule"? Well, this strategy is not only handy in controlling a geographic area, it can be and should be effectively applied in Project Management scenarios too. First and foremost, list your project's major features. Then analyze which features are essential and which can be added later. Now based on this high level analysis divide your project into multiple phases and include essential features in the Phase 1. Next step is to perform the detailed analysis of the features in the first phase, calculate effort, estimate cost and identify the resources required. Once that done, focus on the execution, review program, do the adjustments wherever necessary. Repeat the process for subsequent phases.

To control scope creep in a growing software project, I start by clearly defining and documenting the initial scope. I set up a change control process where new requests are reviewed for impact before approval. I communicate boundaries early, explaining how changes affect timelines and budgets. If new features are needed, I prioritize them with stakeholders, often deferring lower-priority items. Using project management tools helps visualize progress and the cost of changes. I also document every change to maintain clarity and accountability. This keeps the project focused while managing expectations.

Scope creep: the silent project killer. To tame this beast, start with crystal-clear project definitions and ironclad requirements. Implement a robust change control process, ensuring every new request is scrutinized and approved. Communicate relentlessly with stakeholders about project boundaries and impacts of changes. Prioritize ruthlessly, focusing on must-haves over nice-to-haves. Regular project health checks can catch scope creep early. Use visual tools like burndown charts to keep everyone aligned on progress and remaining work. Remember, saying "no" or "not now" is a crucial skill. It's about delivering value, not checking every box.

Escribir siempre las tareas bien definidas, eso ayuda a no tener desviaciones por confusiones. Tener epicas que contengan las tareas aplicadas para conseguir esos objetivos. Filtrar realmente, si las tareas son realmente de valor como para ejecutarlas o simplemente cosas que hariamos si tuvieramos que entretener al equipo... A veces nos cegamos con pedir cosas que no necesitamos que crean nuevas necesidades...