June 10, 2024

How “good ideas” can lead to scope creep

Seems an odd way to characterize “good ideas” – as scope creep. And, in truth, some ideas really are good. They solve problems by providing insight into a new situation that has been holding us back. Those ideas aren’t scope creep, rather, they are a blessing…and therefore not the subject of this article. I am […]

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Seems an odd way to characterize “good ideas” - as scope creep. And, in truth, some ideas really are good. They solve problems by providing insight into a new situation that has been holding us back. Those ideas aren’t scope creep, rather, they are a blessing…and therefore not the subject of this article.

I am also, not discussing the ideas (some good / some bad) that arise during a speculative conversation or brainstorming session. In those situations, I don’t want to stop any ideas from surfacing, because from those ideas could grow the solution we are looking for. But how often in a business meeting are we purposefully stating we are speculating or how often are we purposefully organizing a brainstorming session. Truthfully, not as often as people offer their “good ideas” to a group of unsuspecting people busy building a solution.

I have no problem with speculation and brainstorming - they have their place and when used well, they are very valuable. And, at some point you must move forward with the solution you have and deliver software - or whatever it is you do. With that as the background, the ideas that I am bringing into the light are those that are offered by someone in the context of some challenge or problem, but the person offering actually has no commitment to using the idea to produce some new and better situation that would improve the outcomes of the organization. Their motivation is actually something else - they just want to feel like they are contributing.

A laudable notion - contribution - but, in this case, inside of that motivation is their psychology - they want to appear to be helpful or smart or the hero or the devil’s advocate. Their contribution then, is about them not the organization/team. These are the “good ideas” that can distract us from our ability to solve a problem - wasting time, money, effort, and producing opportunity costs.

I know, this seems harsh, but it also can be the genesis of “scope creep”.

Over the course of my career, I have seen many projects delayed and even derailed by “good ideas” that are actually not worth pursuing and are just an unnecessary expansion of the project. One way to deal with these ideas is to assess how committing to the idea would be helpful.

To be helpful, the idea must: lower your costs; assist you in some way; increase the likelihood of your success; or do the work for you. If you can’t (and they can’t) explain how their idea meets at least one of these criteria - move on. Don’t hold yourself responsible for making their idea helpful - tell them your criteria and be open to them bringing it back to the team when it meets at least one of those criteria.

Another method is to make a judgement about it’s integrity as a solution that will help you progress toward your destination. If there is even one reason that the idea won’t work, it is a fantasy until that obstacle has been removed or dealt with in some way. If this is the case, have them solve for that - which would only make their idea possible.

When something is possible (a low bar) it doesn’t mean it is worthwhile - it could be too costly - lowering its value as a solution. What would it take to make the idea an opportunity for consideration - something that has a real impact on the problem to be solved - and would be considered helpful to more than just the person offering the idea for consideration?  Make a determination of the level of help this idea can be and move on - adopting it or not!

With your teams, you want to train them to think this way - not to be afraid to bring ideas, but to bring ideas that they have thought through or are asking for help thinking through.  Put some structure to the discussion. You will move much faster and produce greater value for your customers as you do.

To be sure, psychological safety must be fostered and psychological toughness developed, as a leader on the team, that is your responsibility.  But time is of the essence and not to be wasted. Being able to fully engage in a debate can only happen on a team that trusts each other.

When working in the fast-paced digital marketplace, there is no time for being passive. Park your ego at the door, engage and don’t be afraid to fail. When you fail, move on quickly - there is plenty still to be accomplished.

At 8 Penny Labs, we help teams build the digital tools they need to be competitive and engage in real conversations that make progress toward our customers' ultimate intended outcomes.

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