Primeiramente entender o aumento de escopo, questionar se ele é válido e tentar negociar um aumento no prazo da entrega. Feito isso, refinar muito bem as alterações, e estimar.

I suggest creating comprehensive and agreed-upon specification documentation. Here's how to approach it: - Collaborative Development: The specification document should be created by the entire development team, including developers, designers, testers, and project managers. - Detailed and Specific: Clearly define the project's goals, objectives, and scope; include acceptance criteria for each feature to clarify what constitutes completion. - Version Control: Use a version control system to track changes and revisions to the specification document. - Regular Reviews: Schedule regular reviews of the specification document with the team and stakeholders. - Formal Sign-Off: Obtain formal sign-off from all key stakeholders

When faced with scope creep, agile principles can keep your project on track. Reaffirm project goals to stay aligned with core objectives. Prioritize backlog refinement to ensure clarity and focus. Embrace change thoughtfully, using sprint retrospectives to evaluate what adds value versus what risks derailing scope. Clear communication and flexibility are essential. How do you handle scope creep in your projects? Share your strategies!

Scope creep is the silent killer of great projects. Crystal-clear communication and ruthless prioritization is your your secret weapon. Use sprint planning like a scalpel - define razor-sharp user stories, create a rock-solid definition of "done". When new requests emerge, don't just say no - translate them into impact. Ask: "How does this serve our core user's needs?" Create a visible parking lot for future ideas, but protect your sprint commitment fiercely. I've learned that disciplined flexibility beats chaotic enthusiasm every time. Agile isn't about saying yes to everything, it's about delivering maximum value incrementally.

With the exclusion of miscommunications, the scope creep is a sign of design issue. suggest to refine the design, scope boundary shall be mapped to a clear interface, if this cannot resolve the issue, add one more layer of abstraction to handle the overlap section.

Dream big and plan small. The best way to navigate agile principles is to keep the project scope as lean as possible and keep the agile overhead as minimal as possible. Forget about SCRUMs of SCRUMs and epics. Break projects and the software architecture down, get rid of yesterday's frameworks (any frameworks that slow you down, even when they promise maintainability). Make sure dependencies are linked in your agile project. People need to know how to unblock each other. Stay user-focused. Keep the team anchored around what the user needs. Rationalize design and architecture around specific use cases and application behaviors. Be able to iterate on your design, architecture, and implementation quickly.

Scope creep can derail progress if not managed carefully. To stay on track with Agile, I'd start by reinforcing the core objectives and user stories with the team. When new features arise, I'd prioritize and validate their necessity through backlog grooming and stakeholder collaboration. Any changes would be evaluated against the original vision, ensuring we focus only on high-value additions. It’s about clear communication, constant alignment, and protecting the project’s scope while staying flexible.

Of course, things like sprint goals should ensure that the team stays on track, providing the committed outcome—nothing more or less. But I've often seen that agile can make things worse. If initiatives stretch over multiple sprints, new stories could be easily attached to the sprint goal (“because wouldn't it be cool if we add XYZ” or “I found out that you could do things that way and also gain XYZ”). Strong communication is key. As a product owner / manager, you need to make your team aware of what is to be achieved. Of course, don't brush down the creativity of the engineers, they have great ideas. But keep them reminded of which customer value needs to be delivered now, and what can be done later.

Scope creep is a buzzword. It has blameshifting written over it. It simply means the team is corrupt at its core. If the sales team understands the engineering team's capacity then scope creep cannot occur, and all ellectives are invoiced and profitable and beneficial to client. Scope creep = weak management.