I'm dealing with a project sponsor who constantly asks for "small" additions to the project without wanting to go through formal change control. According to my pmp certification training, I should follow the Integrated Change Control process, but in reality, this is causing friction. How do you handle this?
3 answers
This is the classic "Gold Plating" vs. "Scope Creep" dilemma from the pmp certification curriculum. My approach is to show them the impact rather than just saying "no." I use a simple impact matrix: if we add X, then Y (the deadline) or Z (the budget) must change. Usually, when a sponsor sees that their "small" request adds two weeks to the critical path, they become much more willing to follow the process. It’s about being a partner to the business rather than a gatekeeper. Always document these conversations in your project logs to protect the project's integrity.
Have you tried using a "Change Budget" or a contingency reserve specifically for these minor adjustments?
I always refer back to the signed Project Charter. It’s the ultimate "ground truth" when things get out of hand.
The Charter is definitely your best friend here. It reminds the sponsor what they actually authorized in the first place!
I haven't, Gary! That sounds like an interesting hybrid approach. Does the pmp certification recognize that as a standard practice, or is that more of a real-world "hack"?