Balancing Client Expectations with Project Scope

Scope creep—it starts with a “quick favor” and suddenly, you’re writing a whole new strategic plan for free. 😵💫 When Julia Devine and I first started consulting for nonprofits, we wanted to be helpful. We’d say yes to little extras, thinking it would build goodwill with clients. Instead, we ended up overwhelmed, underpaid, and frustrated. Sound familiar? Here’s how we learned to lovingly keep projects in scope: ❤️ Set Clear Expectations Upfront: Before the contract is signed, be specific about what’s included (and what’s NOT). A vague “fundraising support” clause? Recipe for disaster. Instead, define deliverables like “a 3-page major gifts strategy” or “two grant proposals.” ❤️ Use a Strong Contract: Your contract should be your best friend. Outline the scope in detail and include a clause about additional work requiring a change order or separate agreement. Protect your time and your income. ❤️ Say "Yes, And That Costs Extra": When a client asks for something outside the original scope, try this: ✔️ “I’d love to help with that! Let’s talk about a scope expansion and pricing.” ✔️ “That’s a great idea! I can add it for an additional $X.” ✔️ “I can prioritize that instead of [original task]—which would you prefer?” ❤️ Regular Check-Ins: During the project, revisit the scope with your client. A simple “We’re on track with XYZ—would you like to add anything as a paid extension?” can keep expectations in check. ❤️ Resist the Urge to Overdeliver: I get it—you want to wow your clients. But overdelivering doesn’t mean undervaluing yourself. Deliver what you promised, do it well, and charge fairly for anything extra. Have you experienced scope creep as a consultant? How do you handle it?

One of the world’s largest companies told us "We need all the digital for the CES trade show booths ready in weeks." We said no. This was a huge opportunity, and someone else said yes….AND, they failed to deliver it (it was a mission doomed to failure). The easy path is saying “yes” to every piece of work that pays. The hard path is saying “no” to everything that isn’t going to be successful. The way to “win” is finding a win for both parties. When a client comes with an "impossible" timeline, we don't immediately reject it – sometimes we are even known as people who pull off the impossible. We can do this because we transform these situations into a collaborative problem-solving exercise: "If that date is your constraint, then let's adjust what we deliver and how we work together." This solution-finding approach has become our superpower. We move multiple levers simultaneously — scope, process, team structure, and feedback cycles — until we find a configuration that works. Sometimes, that means delivering 5 pages instead of 20, in time for the event, with a clear path to complete the rest quickly. Sometimes, it means restructuring the team to have fewer people with less hurdles dedicated 100% to the project. The magic happens when we treat clients as partners in solving the problem, not just buyers of services. We empower them with choices rather than ultimatums. This isn't just about managing expectations — it's about creating a partnership where both sides are invested in finding the best possible solution within the constraints.

Saying "yes" feels right, but "no" can save your project. And also save your client’s trust. Last week I had a tough time with one of my clients. Firefighting with a last-minute high-priority request. → The request was outside the scope. → No one is trained to do it. → And, I need to deliver it next week. These unrealistic expectations are nothing new in project management. I had two choices to respond to this conversation: 1/ Say yes and rush to finish. 2/ Have a tough conversation and protect the project. I chose the second. It would have been easier to say: ↳ "I’ll move things around and figure it out." ↳ "It’s tight, but I’ll make it happen somehow." The first option feels easier. You want to be helpful. You want to be seen as a problem solver. But what happens when you agree to unrealistic expectations. Particularly the one that is unclear. → They lead to mistakes. → Mistakes lead to rework. → Rework leads to missed deadlines and broken trust. Here’s a better way to handle such situations: → Listen and acknowledge the urgency. → Explain the impact of rushing. → Offer a structured way to address the request. For example: "Let’s do this right, not just fast. If we rush, we’ll need to redo work later. Instead of squeezing it in, let’s reprioritize, consult the team and review the impact. Please submit a change request so we can assess it properly." Will it be uncomfortable? Yes, it will be. Will there be push back? Yes, there will be. But in the end, your client will respect the process. You’ll save your project from scope creep. The team will trust you. Difficult conversations aren’t about saying NO. They’re about setting clear expectations, so projects actually succeed.