En los entornos VUCA (volátiles, inciertos, complejos y ambiguos) y BANI (frágiles, ansiosos, no lineales e incomprensibles), es cierto que la adaptabilidad es clave, y los cambios no solo son bienvenidos, sino esperados. En este contexto, el término “corrupción del alcance” podría parecer contradictorio al espíritu ágil que fomenta responder al cambio sobre seguir un plan. Aquí está la distinción clave: dar la bienvenida a cambios no significa aceptar desorden o falta de enfoque. Los marcos ágiles como Scrum abordan este desafío al definir un Product Backlog claro y priorizado, y al establecer tiempos y objetivos delimitados dentro de un Sprint. Esto permite que los cambios sean integrados sin comprometer el valor o la entrega incremental.

Change control processes are actually anti-Agile. Instead of putting in speed bumps to change, we should be looking at what are trade-offs to make at different points in time. If there is an eminent change that is required, the question should not be whether we should do it now or later, the question should be what should be stopped doing to immediately respond to this change. Many times our old habits of slowing down our response to change get in the way of agility, when quick response to change the whole point of using Agile.

Scope creep can sneak into Agile projects like an uninvited guest at a party 🎉, but with the right moves, you can manage it effectively: Set clear boundaries from the start: Define what’s in and what’s out. For example, in a website project, specify upfront if content writing is included. This avoids confusion later. Keep communication flowing: Regular updates act like check-ins, ensuring everyone stays aligned. A quick weekly sync can catch scope changes early. Use a formal change process: If a client requests a mid-sprint feature (like adding a fireworks display 🎆), evaluate the impact, adjust timelines, and ensure transparency. With these steps, your projects stay on track, and everyone stays happy! 💪

To manage scope creep and improve client communication, run a Lean Inception with the client. This aligns everyone on objectives and expected results from the start. Use OKR review meetings to maintain alignment, track progress, and address changes collaboratively. Involve the client in prioritization and decision-making. This transparency builds trust, keeps focus on outcomes, and prevents scope from derailing the project.

To manage scope creep, I'd maintain transparent client communication. Regularly review project scope, and promptly discuss changes or additions. Utilize Agile's iterative approach to adapt to changes, and ensure client buy-in on revised project plans and timelines.