Do you know why project managers dread the words “Could you just?”

Picture this: You’re a project manager on the verge of wrapping up the final milestone, ready to tackle a small simple change request. After all, your client wants to add just one last “thing” to the training program. This turns out to be an entirely new concept with a cascading effect on the other modules bringing the delivery to a halt.

Training managers and stakeholders frequently fall into the trap of adding “just one more module” or “a quick extra skill” to the curriculum. These seemingly minor additions can accumulate rapidly, transforming a focused, efficient training program into an unwieldy behemoth.

Scope creep is like a minor home improvement. It starts innocently enough—"Oh, while we’re at it, why don’t we just...”—and before you know it, you’re redoing the plumbing, installing a hot tub, and considering a helipad for the roof.

Scope creep is the project equivalent of saying “I’ll just watch one more episode” at 11 p.m. Next thing you know, it’s 3 a.m., you’ve finished the entire series, and you’re contemplating learning Korean to watch the spin-off.

So, remember, the next time someone says, “While we’re at it, why don’t we just...”—Keep your antenna up.

The Denver International Airport (DIA) case is often cited in project management literature as a cautionary tale about the dangers of unchecked scope expansion. Despite its troubled construction, DIA has since become a successful and vital transportation hub, though the lessons from its construction remain relevant for project managers today.

The Denver International Airport project, launched in 1989 to replace Stapleton Airport, was initially budgeted at $1.7 billion and set to open in October 1993. However, poor planning, design flaws, and scope creep caused delays and cost overruns, with the final cost reaching $4.8 billion and the opening delayed to February 28, 1995.

This project highlights a key lesson for managers: managing scope creep is vital. Clear objectives, a defined scope, and strict change control are essential to avoid budget overruns, and delays, and ensure project success.

The root causes of scope creep in training projects are multifaceted:

• Unclear initial objectives: Poorly defined goals leave room for interpretation and expansion.

• Stakeholder pressure: Influential parties may push for additional content to address their specific concerns.

• Fear of missing out: Anxiety about leaving out potentially valuable information can lead to overinclusion.

• Lack of change control processes: Without formal procedures for scope modification, changes can slip in unnoticed.

The impacts of scope creep extend far beyond mere inconvenience:

• Diluted focus: As content broadens, the core learning objectives may become obscured.

• Learner fatigue: Overloaded curricula can overwhelm participants, reducing engagement and retention.

• Resource strain: Extended timelines and additional materials can strain budgets and personnel.

• Compromised quality: Hasty additions often lack the refinement of carefully planned content.

• Delayed implementation: Prolonged development phases can render training outdated before delivery.

To combat scope creep in training projects, organizations must adopt proactive measures:

• Establish clear, measurable objectives at the outset.

• Implement rigorous change control processes.

• Prioritize content ruthlessly, focusing on must-have elements.

• Educate stakeholders on the risks of scope expansion.

• Consider modular design to allow for future additions without disrupting core content.

In project management, scope creep is often seen as a challenge, but it can also drive innovation. Savvy managers leverage stakeholder engagement, evolving needs, and the pursuit of excellence to create value. The key is proactive management: fostering open communication, flexible change control, and a focus on core objectives to balance adaptability and discipline.

Recommendations for L&D Managers

Ultimately, mastering scope management is not about rigid adherence to initial plans, but about steering projects toward maximum value delivery. As projects grow in complexity, those who navigate the line between beneficial adaptation and scope creep will deliver exceptional results.

The future of project management lies not in eliminating scope creep, but in developing the wisdom to discern when changes truly add value and the skills to integrate them seamlessly. In this light, scope creep transforms from a project manager’s nemesis into an opportunity for growth, innovation, and enhanced project outcomes.