Voici comment vous pouvez gérer les changements de portée dans les projets de conseil comme un pro.

The initial scoping is crucial. Lack of comprehensive clarity here is probably the top reason for inefficiency when Murphy raises his head later during execution. Some pointers that have helped me greatly in my experience: 1) Tie every item of scope to overarching business priorities. Helps break decision deadlocks later. 2) Capture *every* *single* piece of relevant information that you can in the project management tool as fields/parameters. 3) Don't leave the scope as a random list. Make sure it is prioritised by the key stakeholders. 4) Quantify the scope in terms of size and outcomes.

Clear documentation of the initial scope provides a reference point for discussions and helps prevent scope creep. In consulting, scoping means identifying the real problem, defining boundaries for the project, and understanding other factors that could affect the project's outcome. Learning how to scope is a valuable skill even outside the world of consulting firms.

Set the right expectations early on. Facilitate workshops with clients to present the scope and make sure all stakeholders have the same understanding on what's included and what project success should look like. Clarify assumptions. Document the findings. That's the baseline to start from.

Of course, communicate as early as possible, and as frequently as possible without tiring the audience. But to do this - Plan well - for governance, review, tracking and risk management. Then your communications become much easier and simply incidental to the plan. Communicate with 3 objectives: 1) Clarity - for everyone to be on the same page 2) Momentum - to drive a sense of urgency and progress 3) Decision Making - to prevent inertia and passivity from setting in

Honest and timely communication of changes is crucial. Be realistic, clear and concise with your messages. Never let the client guess and interpret. Clarify and align.

Communication is the key to avoid falling into deep holes.It will be waste of time and resources if not.Having proper communication channels and regular syncs will help you to align with work with the objectives.

Scoping of a project clearly, is your duty for yourself, your team and the client. It clarifies and presents a fair idea of what the project will cover for all parties involved. Despite this, given the dynamic nature of work, the scope may increase. It's your duty to listen and comply. At the same time, it's also your duty to point out the variations and implications on scope, time and cost. That way everyone understands the consequences of revising the scope. It's also fair to all.

Start the analysis within the team. Assess the impact on current plan and deliverables. Clarify the need for additional resources. Re-prioritze the tasks if needed. Present the impact and updated plan ti the client and gather feedback. Evaluate feedback with the team and come up with the final response and evaluation. Communicate it clearly and concisely until buy in and approval is obtained.

A change usually (not always!) results in more effort. So make sure your plans are update with either: Timeline change or Substitution (what you will give up to have this change instead). Also, make sure you track the reason for the timeline change and the approval. Often stakeholders change over the course of a large project, and having changes recorded in writing will make the handover much smoother.

Our expert strategic planning consultants can lead your sessions using our best practices, real-world experience, and hands-on exercises to build an excellent agile strategic plan.

Scope creep is managed usually before it happens – in the first agreement you made. Specify in every contract that all changes to the scope of the project will affect the timeline, the costs, and potentially the results of the project. Clarity in upfront communication is always the right solution.

The best way to handle scope creep in a project is to highlight the risk this scope creep poses to the overall health/progress of the project. This is a perspective change. Remember, as a consultant you are in charge of successful project delivery NOT indulging the client's whims. When someone raises a scope change request, weigh it against the progress/health of the project and manage expectations accordingly. Showcase the risk, the scope change poses to the project and get buy-in from the client on it.

Under delivering and gold plating are two enemies that can damage the reputation and the relationship among the stakeholders.Make sure to keep everyone on track while managing expectation.This is where the softskils matter.It is not only about technical skills.Communication, understading, EQ all come to play.

Managing expectations is all about effective communication. Communicate early Communicate clearly Communicate broadly Communicate regularly Communicate through written follow up. Make sure you consider very carefully WHO needs to know information. It is all well and good to tick all the boxes communicating with a particular individual or stakeholder group, but if you have communicated more broadly then this can lead to you getting unstuck.

The most important factor in dealing with change in scope that gets overlooked and leads to so much stress for everyone from leadership to the engineers and analysts is: Trade-offs You cannot add anything to a full plate without something else falling off. Might as well take something out voluntarily and be in control of what goes in and out. Never accept a scope change without trading off. Even if there is buffer in the plan to take it up, it will drive bad behaviour - taking the team for granted and changing scope at will. Some practitioners advise buffering during planning. Not me, because time somehow expands to overflow the buffer. Rather take only 85-90% of capacity in scope. But that's a different can of worms. 🙂

In my opinion: Our expert strategic planning consultants can lead your sessions using our best practices, real-world experience, and hands-on exercises to build an excellent agile strategic plan. You could use it when you want to refer to the act of making changes to something that had been planned out, such as a schedule, budget, or another plan. For example: "The team was forced to adjust the plan when new information became available.

When communicating with professionals in their fields, it’s important not to advise them on their daily routines or suggest improvements without first thoroughly understanding their situation. Listening to their experiences and challenges is crucial before offering any insights. This approach not only shows respect for their expertise but also ensures that any advice given is genuinely helpful and tailored to their specific needs.