Scope control starts with a usable baseline. The owner should make sure the project manager and task leads can find the executed agreement, fee and hour budget, deliverable list, assumptions, exclusions, schedule, and approved changes. If staff cannot tell what the client bought, they cannot reliably spot work that falls outside it.
When a request comes in, ask what result the client needs and compare the request with the baseline. A request for another drawing sheet might be included if it corrects an error, or it might be added service if it covers a new alternative. The answer depends on the agreement and facts. Have the task lead estimate added labor, review time, coordination, schedule effects, and technical risk before anyone commits.
Then explain the distinction to the client in plain language: the request is included, requires a written change, or needs a separate proposal. Follow the contract’s authorization process. If someone gives verbal direction in a meeting, record what was said and promptly request written confirmation where the agreement requires it. Do not let a pending fee discussion leave the team uncertain about whether to proceed.
Give staff a simple way to flag unplanned work early. Review time entries, meeting notes, client comments, and recurring requests. Repeated “small” requests may point to a changed project objective or a missing scope assumption. An owner’s short weekly review of pending changes can prevent the team from quietly absorbing hours until the project is already over budget.
Ask the project manager: Which tasks are consuming effort beyond plan? What client decision is driving them? What is the schedule and fee effect? Who has authority to approve the change?
Ask the project manager to keep a simple change log with the request date, who asked, affected tasks, fee, schedule, and approval status. When a client asks for an extra option or meeting, the manager can compare it with the signed scope and explain the impact before work starts. For example, if a new drainage alternative requires another analysis, describe the added effort and get written authorization. Review unresolved requests at each project check-in so informal promises do not become untracked work.
Scope procedures must leave room for professional obligations and urgent safety concerns. Use the firm’s escalation process when those issues arise. Contract terms, licensed PE judgment, and local codes govern.
