Scope(范围)是项目同意交付的工作集合。Scope creep(范围蔓延)是该范围的逐步、失控的扩展——源源不断的"小改动"悄悄地破坏了进度。管理范围意味着控制变化,而不是拒绝变化。
前期明确定义范围
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✓ Document what's IN scope
✓ Document what's explicitly OUT of scope (the underused half)
✓ Define "done" / acceptance criteria
✓ Get stakeholders to agree before work starts
一份书面的、达成一致的边界让你后来可以拿出证据说"那是一项变化"。
有意识地处理变化
变化本身并不坏——失控的变化才是问题。当新请求到来时,通过一个简单的门槛来审查:
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1. Is it really needed now, or is it a "nice to have"?
2. What's the impact on timeline / cost / other work?
3. Make the trade-off VISIBLE → "yes, but it pushes the date / drops X"
4. Get the stakeholder to decide with full information
