What do you do when the scope of a project changes?
If this hasn’t happened to you yet, I can pretty much guarantee that it will at some point.
Scope of work changes are common, but they don’t have to mean saying goodbye to the ideal margin you set when pricing the project.
That is, as long as you set the project up for success from the beginning…
The problem:
If not properly handled, scope of work changes cost you time and money.
You end up pouring significantly more hours into your projects than initially planned and can’t plan for when the project will actually end.
The benefit of solving it:
You’re covered no matter what changes.
You’re compensated fairly for the additional value you’re providing (in the form of your additional time and allocation of resources required) and you protect your margin.
Why what you’ve tried has failed:
At the start of the project, you’re not effectively communicating your process, the exact scope of the engagement, and the implications of scope changes.
Throughout the project, you’re not reiterating your standards when scope changes emerge.
So by the end of the project, you’re assuming that the client understands your business and best practices (and you’re likely in for a difficult conversation with the client about your invoice).
Here’s how to solve it:
Start the project with a thorough Scope of Work document, and then refer to it if/when the project scope changes.
What is a Scope of Work (SOW) document?
It serves to detail exactly what’s expected of the engagement.
In it, you should outline:
the deliverables
how many rounds of revisions are included
assets to be provided by the client (if any)
anything else that’s been discussed and agreed upon as an expectation for the project.
Your SOW should also have this important note: “Anything beyond the scope included in this document will incur an overage charge and may affect delivery schedule.”
I take this a step further and encourage my clients to iterate on the “cheap side” of the project (development) as opposed to the more expensive side where extra revisions start affecting the budget and delivery schedule.
This keeps the “scope” discussion in the context of you constantly advocating for the success of their project.
This isn’t you setting rules and punishment, it’s you making expert recommendations to help them succeed.
Not only does the SOW put you and the client on the same page, it also protects your time and margin.
It’s very simple → if you add value, you get paid.
It’s perfectly normal for a client to want to do a few extra things once the hood’s up on a project, it’s also perfectly normal for you to charge for them.
I mean, if you’re eating at a restaurant and decide you want a side of fries halfway through your meal, I’m assuming you'd expect to see them on your bill, no?
Make it a habit to get their approval on the SOW before moving forward with the project, and reference it when necessary.
And when they ask for changes, charge appropriately!
Best,
Jamie
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