ANTOINETTE:
Hi, and welcome. I’m Antoinette Trimble, a registered architect, and I am joined by my
colleague Allison Tsao, who is not an architect but an organisational development
practitioner.
ALLISON:
This video is part of a series developed with the Architects Registration Board of
Victoria to help registered architects communicate more effectively with their clients.
Today we’re talking about Managing Scope Creep — how to start a project in a way that
prevents it, what to do in that first client meeting, and how to handle it when it happens
anyway.
ANTOINETTE:
Change is really important in the design process. Changes in design can often lead to
innovative solutions. So, knowing that, changes should and will happen. The question is
whether you have a solid process to avoid unmonitored change or scope creep. Let’s
get into it.
ALLISON:
To be clear. Scope creep is not just formal variations. It’s un-monitored changes to a
project which results in changes to the scope of work and can often result in the
Architect doing unpaid work. Scope creep rarely starts mid-project. It starts at the very
beginning — when the brief is vague, when assumptions go unstated, or when everyone
leaves the first meeting with a slightly different picture of what’s been agreed. The best
protection against scope creep is a strong start.
ANTOINETTE:
That means doing two things before any design work begins.
First, develop a written project brief. Whether the client brings one or you build it
together, the brief needs to be documented — what’s purpose of the project, what
elements should be included, what are the no negotiables, what's the budget and
timeline. In more complex or poorly-defined projects you may need to do research or
engage with leaders and stakeholders to better define the needs of the project. In my
experience working in this area, it is always better to co-create the brief with the client
so they have ownership in the outcome.
Secondly, the final brief should always be confirmed in writing with a formal “sign-off”.
ALLISON:
Why does that confirmation step matter so much?
ANTOINETTE:
Because it creates a clear shared baseline. Scope creep is almost always the gap
between what the client thought was agreed implicitly and what the architect thought was agreed. A confirmed written brief or scope closes that gap before the project starts
— and gives you something concrete to refer back to when things shift.
ALLISON:
The first meeting sets the tone for the whole project. What should architects be
covering beyond just the brief?
ANTOINETTE:
Three things.
First, be explicit that changes to the brief / design have consequences — for time and
for fee. You don’t need to be heavy-handed about it. Just say it plainly — “As the design
develops, it’s completely normal for ideas to evolve. What I’d ask is that when
something changes; we talk about it early so I can let you know what’s involved before
we proceed.” That one sentence, said at the first meeting, makes every scope
conversation easier later.
ALLISON:
What are the other two?
ANTOINETTE:
Second, establish the process for approving changes, who is responsible and who has
authority. On a commercial or government project it can be much more complex — there
might be a board, a project manager, a property rep or an executive. Knowing who can
say yes — and who can’t — prevents a lot of wasted work.
Third, agree on how changes will be handled practically. Tell the client upfront — “If you
ask for something outside the brief, I’ll confirm it in writing with a note on the cost and
time impact before we do anything. That way there are never any surprises on either
side.” Frame it as a protection for them, not a process for you.
ALLISON:
Even with a strong start, scope will shift. What’s the right response when a client asks
for something that’s clearly outside what was agreed?
ANTOINETTE:
Name it immediately no matter how small— don’t absorb it and hope for the best. The
moment a request feels outside scope, say so warmly and directly. “That’s a great idea
— it’s outside what we’ve agreed so far. Let me put together a quick note on what’s
involved and we can decide together how to proceed.” Then document it in writing
before any work begins.
ALLISON:
The instinct to just absorb small requests to keep the client happy is understandable.
But those small things add up, and they’re much harder to recoup at the end of a project
than they are to address in the moment.
ANTOINETTE:
And use the brief as your anchor. When a request arrives that feels out of scope, go
back to the agreed brief together and your proposal. It’s not confrontational — it’s
professional. It shows the client you’re managing the project carefully on their behalf.
ALLISON:
To recap — start every project with a confirmed written brief. At your first meeting, set
expectations clearly about how changes will be handled. And when scope shifts, name
it immediately and document it before doing any work.
Scope creep is preventable — not by being rigid, but by being clear from the start.
Managing scope creep is a big topic, in our learning engagements with Architects it
comes up again and again as an issue. So much so that we decided to create a whole
learning module about it. If you would like to learn more about our Upskilling to Manage
scope creep online course just go to our CPD For Architect’s learning site. The link is
included at the end of this video.
ANTOINETTE:
And remember, the clients who feel most frustrated are rarely the ones whose brief
changed. They’re the ones who felt surprised by the consequences. Remove the
surprise and you remove the conflict.
ALLISON:
Thanks for watching.
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