A modified e-Delphi study of project scope creep in the engineering construction industry

The purpose of this Modified e-Delphi study was to examine and explain how project managers in the EC industry in the U.S. currently manage project scope, identify contributing factors of scope creep, and find strategies to reduce occurrences of scope creep in EC future projects. Despite existing project management standards, tools, and best practices, 25% of Engineering Construction projects in the United States of America experienced growth beyond original planned scope by 30%. A total of 18 subject matter experts were recruited through a combination of purposive selection and snowball sampling. The conceptual framework was related to the control scope process in conjunction with theoretical framework of the theory of the temporary organization within the structure of the project life cycle. The methodology for this Modified e-Delphi had three rounds of data collection and analysis. The results based upon three research questions included the top ranked actions, tools, and strategies selected by the subject matter experts. The findings of this study helped to ascertain not only the importance of using a control scope process. It was found equally important for project managers to understand how to identify the triggers of scope creep to successfully apply the strategies, processes, and tools of project management. Additionally, a logic tie between project scope and project scope creep in the engineering construction industry and the theory of the temporary organization was found.