Here's how you can manage project scope changes and meet stakeholders' expectations.

Defining the scope before commencing project development is of paramount importance. While it's challenging to achieve 100% scope requirements before initiating the project, as a manager, it is essential to be prepared to accept changes and upgrades to the scope during execution. It's advisable for the Business Analyst or Product Owner to define the scope with precision and clarity to ensure the team understands it. They should incorporate examples, docs, pictures, videos or other necessary media to effectively communicate the scope.

The more you discuss and define requirements, it will go on and on. SOW needs to be clearly written and specified. The human mind is very fluctuating so if it's well written always ask for CR if there is an addition in scope. Be align with the scope discussed with timelines and resources plans to avoid any confusion or gap. Every interval needs to share the project update with timelines as per the scope confirmed to win or to maintain customer's trust because ultimately there is our marketing source for approaching other customers. Be align with the scope and CR, not only grow or impact in the project but also in organization growth.

Sometimes leaders fall into a doing fever: "Paper work can wait, we need to get this started ASAP". Project managers often don't have the standing or backing in their organization to make sure the project scope statement is properly done before. This leads to major misunderstandings and issues with the key stakeholders down the line. As a PM, you can't manage your project if the scope has not been aligned as part of the project start up phase. If the project is for an external customer, ensure there is a proper handover. So, stand your ground and see in advance which leader from the organization will feel the pain if the project doesn't go well. They should become your best allies to ensure you get started on the right footing.

If its a project that has no previous lessons learned to rely on, then contingency is your best tool. Do not over commit even to the core mandate until you can provide satisfactory assurance that the project is deliverable within the time budget and scope. If its not or there is any evidence of risk then log it on the risk register with a contingency. Then let the project sponsor(s) the owners of the risk, if appropriate to do so.

Transparency is key: Secrecy breeds distrust. Keep stakeholders informed throughout the change control process. Communicate the proposed changes, potential impacts, and final decisions clearly and consistently. This builds trust and reduces the risk of rework due to misunderstandings.

Controlling the variables that can impact or influence delivery is essential. As I always state " redesigning an aeroplane whilst it's still in the air is impossible". So if you are delivering a project that is linked to anything operationally, then ensure that you control every stage meticulously..

Important to quality. Say what you'll do and do what you say. Efficient change control processes enable adaptation and ensure project goals remain achievable.

It is important to create a change control board at the beginning of the project, before implementing any change, all aspects of cost, risk, time, etc. should be examined.

The reverse is true for negative impact and increased risks as well. Be upfront about these and have the moral courage to suggest a different solution to mimimise these impacts and risks.

Regularly update stakeholders on scope changes, addressing concerns promptly. Keep it simple, answer what's impacted and what's the trajectory for the next steps.

I have often seen examples where changes to original scope and agreement were not communicated effectively, leading to frustration. My perspective on how to communicate effectively in order to avoid frustration is to follow these guidelines: 1) Demonstrate what assumptions have been violated 2) Demonstrate the impact of these assumption changes on overall effort (hence time and cost) 3) Suggest alternatives - a) Can the effort estimate deviations be absorbed, even partially? b) Can future effort be redirected to manage budgets? c) Is incremental effort and cost the only option? Stakeholders who are paying for a service do not want to feel like they are hostage to change control. So it is important to show the impacts and options

In multiple decades of leading projects I have always heard stakeholders say that they want to be closely involved with progress, and they always mean it. It is also important to remember that almost always stakeholders have multiple priorities, and our one project may not supersede all others. The key to successful stakeholder involvement is to make sure there is proper alignment on the RACI (Responsible-Accountable-Consulted-Informed). Stakeholders need early and constant updates without being overwhelmed. At the same time they need to realize key points at which they are accountable. There needs to be balance in communication frequency and volume without sacrificing transparency.

Engaging stakeholders is the lifeline of project success. Here’s how to make it powerful: 1. Early Involvement: Engage stakeholders from the start. Their insights can redefine project goals. 2. Transparent Updates: Build trust with consistent, transparent updates on progress and changes. 3. Empower Participation: Make stakeholders key decision-makers. Their perspectives unlock innovative solutions. 4. Swiftly Address Concerns: Show you value their input by promptly addressing concerns, mitigating risks. 5. Celebrate Together: Recognize and celebrate milestones with stakeholders to solidify their commitment. Effective stakeholder engagement transforms them into active partners, driving unparalleled project success. #ProjectManagement

Keep an eye out and hopefully automate this monitoring. Constant monitoring of progress allows for timely identification of scope deviations. Adjustments can be made to keep the project on track.

Expectations should be balanced with “what have we the ability to change” … be honest, it helps develop trust with stakeholders when you can say “you may expect that… but we can’t affect it”. Through this sieve of perception, something honest and achievable can be agreed.

Change often becomes difficult to handle when the affected party fails to explain the change clearly to Client. Change discussion needs some level of empathy to understand what has caused the change and why it is important. If the change basis is well established (contractually) and the scope is well written with enough details, Client will be able to understand the change clearly. In my experience, there are many who will support the change once they have full understanding. Change discussions often fail when both parties just push own issues rather than a willingness to flexibly adjust. I believe that it will help to create an environment of mutual trust while protecting the interests of the organization that one represents.

Any good project management framework will provide you guidance on how to communicate, document, and escalate conversations about change management. I always ask my project teams to demonstrate empathy in these conversations. It is important to consider the implications on the person who is being asked to authorize the change. Do change requests put them in a difficult spot in their organizations? Do they undermine other conversations that have a dependency? Empathy here does not imply going soft in any way - the objective is to ensure that there is enough clarity on all sides on how the change requests will create impacts. Demonstrating empathy and understanding are helpful in presenting points of view that might have other challenges.