Project managers know that defining a project\u2019s scope and developing a scope statement is just a starting point. The next part, containing the project\u2019s scope, is much more complicated \u2014 and no less crucial. It\u2019s estimated that 52% of all projects face scope creep at some point. Such uncontrolled growth can jeopardize your project\u2019s chances of completion and success.\n\nAlthough companies with mature value-delivery processes are less likely to encounter issues such as scope creep, unforeseen crises such as what we\u2019ve seen with the COVID-19 pandemic have complicated the scope of even the most seemingly straightforward projects. Current working environments have experienced increasing volatility, uncertainty, complexity, and ambiguity, prompting organizations to reassess underpinning business cases, reset processes for delivery, modify projects and programs, and rethink their approach to selecting and delivering projects, according to KPMG.\n\nWith this in mind, what can project managers do to contain project scope and reduce scope creep even during times of crisis? Here are some tips.\n\nAssess project scope with an eye on the present and future\n\nWhether you think your project will be impacted by significant external change or not, it\u2019s best to reassess an entire project under the current or potentially changing environments. While COVID-19 is a crisis at an extreme level, it has taught us valuable, long-overdue lessons around the value of adaptability and resilience. One such key lesson is that changes, internal or external in nature, that may seem to have limited to no impact on a simple project might generate significant unintended consequences down the road.\n\nExplore and identify potential emerging risks\n\nThere are constantly emerging risks, and although some may seem to impact only certain business sectors, they are likely to have a ripple effect. Think of every risk as though it is part of a far-reaching web. Follow it from one end point through to your sector, company, and projects. Make sure not to make any assumptions about a potential impact until you\u2019ve been able to clearly determine there is no indirect impact, regardless of how seemingly slight.\n\nRevisit delivery timelines frequently\n\nSince the pandemic\u2019s start, virtually all projects have suffered delayed timelines. Whether due to resourcing issues, or likely logistics and supply chain setbacks, project managers are likely to encounter issues with delivery timelines. The key is recognizing the need to revisit timelines more frequently and make the necessary adjustments and communications quickly.\n\nBe transparent with sponsors and stakeholders about scope impact\n\nA good project manager knows that keeping stakeholders and sponsors informed of changes is essential. It\u2019s better for the success of a project if they know where things stand rather than receiving negative news well down the line when it\u2019s too late. If you think something may impact the scope of a project (your fault or not), it allows for some recourse. They\u2019re more apt to take it in a better stride, and it helps everyone stand a greater chance of making the right decisions to reduce the impact of any scope creep.\n\nGet in front of change requests\n\nChange requests are fairly common, but how quickly a project manager gets ahead of these requests can often make all the difference in keeping scope contained. Avoiding or delaying change requests can create much more severe consequences. Once changes appear or even have the potential of appearing on your project\u2019s radar, make it your priority to get in front of things to reduce the impact on scope.\n\nMonitor scope as if it is a problem already\n\nMonitor, monitor, monitor the scope of your project. You can\u2019t monitor it closely enough, especially during uncertain times. It\u2019s only in doing so that you\u2019ll be able to see the slightest changes and potential risks that might become a nightmare later. This gives you ample time to devise a plan to address factors that can become a thorn in your side and cause you tougher and unnecessary calls down the line.\n\nRecognize when you need help \u2014 and get it before it\u2019s too late\n\nOne of the mistakes many project managers make is thinking they will be seen as unqualified or incompetent if they ask for help. Nothing is further from the truth. Before you\u2019re a project manager, you\u2019re a person \u2014 and as such, you can\u2019t be expected to know everything all the time. Stakeholders and sponsors will respect you for asking for help, especially if it helps to contain the project scope. It simply shows that you can put the health of a project and its stakeholders ahead of your ego.\n\nWhile these tips may seem obvious to some, they can be challenging for new project managers or even seasoned ones to keep in mind as the current project and work environment changes. Remember that containing project scope is all about planning ahead and keeping diligent when monitoring and acting on change.