How do you deal with scope creep or change requests from clients?

I use a carefully crafted contract. A great version is prepared by the Graphic Artist Guild of New York. In it has numerous questions the client has to answer. A signature is needed to show proof that someone with authority reviewed this contract. If this is not completed nor signed then the contract is null and void and artist/ designer walks from the job, period.

Make sure the parameters are 100% clear before starting a project: -How complex is the illustration? (ask for reference) -What format? (ask for size, file type etc) -Limit the round of amends (charge x amount for each additional round)

clearly identify in your contract the terms and what you are responsible for also add a clause for revisions in which you charge extra depending on the scale of the revision.

One of the first things I do with any potential client is to meet with them for a quick conversation. In this process, I'm able to get a clear understanding of their project and I then use that information to create a proposal and later a contract agreement. This gives us 3 separate opportunities to fine tune the scope of work and be on the same page moving forward. Within the agreement, I usually have things in place for adding to the scope of work if it's directly related to the original agreement. A great example of this is additional fees + timeline added for extra page illustrations for books; all of which is built into the proposal and contract. Anything else is treated as a new/separate project and requires a separate contract.

O briefing é o guia para o desenvolvimento dos projetos, sempre preencho um junto com o cliente antes de come?ar qualquer coisa, e a medida que o projeto vai sendo desenvolvido vou compartilhando com o cliente para verificar se estou no caminho certo e alinhada com as expectativas dele, mas sempre que o cliente pede alguma altera??o eu fa?o conforme solicitado, pois o mais importante é atender a necessidade dele, que muitas vezes nem ele mesmo sabe, ent?o eu procuro sempre confrontar as novas solicita??es com o briefing e sinalizar para ele, para que ele entenda que pode n?o ter pedido o que gostaria desde o início.

Absolutely you must communicate in a language that both parties comprehend. Be clear and comprehensive in your duties and how it matches the requests of the client.

Simplicity, clarity, and consistency. These factors are a must in every communication between yourself and your client. If a client doesn't reach out during the project and you feel that points must be raised, take the initiative to do so and you'll put the client's mind at ease.

Establishing client expectations initially involves clarifying that it is not feasible to undergo 150 exchanges to achieve a final visual. Emphasizing the essential nature of the initial briefing, designers then actively engage in the project. In my proposed quotations, I recommend limiting the interactions to three exchanges, providing an opportunity to strategically conclude the refinement process.

A good way to work is to have a clear discovery call, where together with the client you answer all questions needed in order to set a clear set of delivrables. Write everything down in your contract, double check it with your clients and if any extra work comes up, be sure to have a chapter in your contract that specifies what happens when they change scope mid way. If this happens, the client should understand that you already worked for a define scope and if the scope changes just inform him "Hey this is a different scope that what we agreed on, we've already worked this amount of time doing x, please find attached the invoice. If you desire to change the scope, let's talk, asses and I'll come up with a budget. Thank you."

Establishing client expectations from the get go is an important step to ensure a smooth workflow of a project. This is important to highlight in the agreement that is signed by both parties, in the revisions' clause which states the specific number of revisions, and that additional revisions will alter both the time and cost of the project. Also, in the main number of set revisions, it is a plus to include a description of the minor modifications as well as the major modifications, this way the client will be fully aware and responsible of what to ask for and what to expect. Open communication is surely key, but boundaries when it comes to the way of communication and the time of communication is equally important.

I find money to be a great motivator in this respect. I typically allot a set number of revisions per project and beyond that, fees accrue and are due BEFORE I fulfil the change requests. This helps keep things focused and helps us avoid scope creep and revision hell. Another thing that I've begun adding to my contracts is a Pause Clause. If a client forestalls the process and doesn't provide guidance within a predetermined amount of time, then they are notified that the impeding Pause Clause will go into effect within 24 hours of receiving the notice and if I don't hear back from the, the project will be paused and they will need to pay a fee to get it going again. Money is definitely a powerful motivator to keep things moving.

It is never wrong to have a little wiggle room in a project, within reason. However, there's a fine line between being open to go the extra mile and have your time, resources, and skillset abused. Be sure to stand your ground with a respectful yet firm tone, you are not legally obliged to say yes to requests that are additional to the initial agreement set between yourself and the client.

Having a little bit of wiggle room is great. But a good way to keep scope creep at bay is to count the revisions and tell your clients how many revisions they got left. The wiggle room could be charging extra to do more revisions than originally agreed upon.

This part is what I call Lessons Learned, a skill I've learned while working in an Engineering Company. Evaluating the client from first point of contact, until final delivery will help better define what types of clients you want, type of red flags, what could've you done better, where you need to improve. It's a good tool to have, the earlier you "install" this into your process, the better.

Every project is an opportunity to learn, grow and improve. I'm really big on self evaluation and decompression between projects. I take a moment to get self reflective and seek to understand what worked and what didn't; what would I change moving forward and what can I keep within my process? What did I like and what didn't I like? Similar to a saying I heard from Abraham Hicks, "When you know what you don't want, you know what you do want." I use that in my day to day to constantly evolve to find how I can best be of service.

It is ideal to consider including clauses in your agreement that fully set the tone and expectations to client's duties and rights. An example would be setting a specific number of revisions catered to the project, while clarifying that additional number of revisions will alter both time and cost. One thing I've also found helpful is having a "Signed off-no amendments" clause which will clarify to the client that once the project is wrapped, additional queries and/or requests post project completion will result in additional costs as well.

Trial and error is inevitable when dealing with clients. Your first gig as a freelancer is drastically different than your current, ongoing on. You learn along the way, but research is important because sometimes certain mistakes are metaphorically and literally expensive. Guard your skillset and artistic integrity with the knowledge of drafting agreements, communication skills, and negotiation techniques.