What I just wrote is a "best value" definition of scope. But, sometimes it doesn't sell.
I credit my agile students with these observations about "creep", to wit:
Project scope creep: it may be well and good that a true pure play on agile has no conception of scope creep, because the backlog is simply rebuilt as a zero-base-backlog (ZBB) after every iteration -- if not after each iteration, then certainly after every release.
Consequently, after every release, you should be able to stop and be satisfied you've delivered the best possible stack of high value objects. Amen!
Resource scope creep
On the other hand, if you can't get commitment for dedicated teams because the resources are needed elsewhere, then you are saddled with the overhead and inefficiency of rolling out and rolling in resources. This is resource scope creep -- spending more on resources' training, recruiting, and assimilation than the budget allows.
Clearly, this is a different flavor than project scope creep.
And, it's been around since forever!
Who's not heard of "resource plug-and-play"? The plug-and-play process: just define a role, line up the role with appropriate resumes, pick one, plug him/her in, and you're off to the races!
- For more on plug-and-play, see the work of F.W. Taylor and "management science" wikipedia.org/wiki/F._W._Taylor
Agile to the rescue!
The fix is in: a pure play in agile means having fully dedicated teams that use the inevitable white space in the team schedule to improve the product -- more testing, more refined refactoring, working completely through the technical debt -- but not to get off the team and go elsewhere, only to return later.
The idea of giving up on matrix and other plug-'n-play resource schemes is pretty much opposed by managers not willing to give real agile a try.
Shifting from input to output
Again, it's an input/output focus tension... managing the white space by moving resources around is an input focus; leaving resources in place to use the white space for quality is an output focus.
Traditional schemes often put resource managers in charge of finding resources for the project manager. Obviously, those resource guys are going to focus on getting their job done according to their metrics. Agile schemes are a bit different: once the resource manager has given up the resource to an agile team, it's the team leader who's responsible for getting good productivity and managing the white space on behalf of a best-value product
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