Como você pode evitar o aumento do escopo ao trabalhar com clientes no setor de design?

Getting the brief right is a good start. Clearly define project objectives, develop a detailed scope of work, conduct thorough initial requirements gathering, establish a change control process, regularly communicate and provide updates, set realistic timelines and budget, educate the client about scope creep!

One thing I've found helpful is creating an onboarding document where you clearly outline the scope AND expectations for both yourself and the client. For example: We expect you to respond to emails within 48hrs.

When a new project is undertaken and RFP received, the first step must be rationalizing the scope. All it's requirements broken down into their core task, and who internally can be responsible/oversee completion. Any oversight during this stage can lead to overpromising, or mispricing of the job. By defining these responsibilities from the outset, any further contractors needing to be brought in, or any RFQ's to be submitted back can also easily be caught. Lead time is everything in these situations; prompt communication will entail a prompt response, and initialize a successful working relationship with the client, also maximizing available time for the job to be priced and the bid book to be developed to the highest standard.

Clarity in project scope is the linchpin for thwarting scope creep. Begin by intricately defining project: objectives, deliverables, timeline, budget, and assumptions in written communication with the client. Explicitly outline roles, responsibilities, revision processes, and approval mechanisms. This comprehensive scope document becomes the guiding beacon, ensuring mutual understanding and mitigating conflicts. It acts as a pact, aligning both parties and precluding the drift into ambiguous terrain, ultimately safeguarding the project's integrity and success.

Alright, let's tear into this advice like it's a relic from the bureaucratic dark ages. Here's a bit of agile perspective, leaning heavily towards a participative and iterative design process. Who in their right mind still clings to the waterfall model? It's like using a typewriter in the age of quantum computers. Defining the scope before the creative process is like trying to fit a square peg into a round hole—it's rigid, unimaginative, and destined for disaster. In the creative process of workplace design, writing it down is practically engraving it in stone. Why not have a real-time, dynamic discussion with the users that adapts to the creative flow? We need agility, not an exhaustive list that becomes outdated before the ink dries.

Educating the client starts BEFORE the client even signs up to work with you. A great way to *subtly* educate is via an FAQ section on your website. You can outline frequently asked questions and "educate" the client with your process and how you like to work. You can use this to filter out the clients who aren't a great fit for you.

We transparently communicate our design process, methodologies, and the intrinsic value of our work. Sharing the journey, from tools employed to challenges navigated, fosters a profound understanding. Our approach, intricately aligned with client goals, is elucidated to showcase its unique advantages. This not only builds trust and credibility but also mitigates the chances of unrealistic requests. We ensure clients comprehend the implications of scope changes, empowering them to make informed decisions that enhance project efficiency and effectiveness.

In my opinion, keep it clear and simple! Always make sure you and your client agree on what the work will include from the beginning. Talk often to keep them updated. If they ask for extra things not planned for, it’s okay to say no nicely and suggest other ways to solve their need.

If the customer wants something extra because it had not been thought of previously, explain there will be an additional charge, and get them to sign for the variation, time and the cost.

Changes and additions are natural part in real and dynamic life. The truth is that the only sure thing are the changes in your project... The mitigation for such additions is to do two things: 1.keep an accurate log of all the changes that pop up during the project with their budget estimate or the impact on their schedule. 2. Communicate the impact to the customer. Ultimately, the client/project has a defined budget and delivery DD. As long as the customer understands and agrees to the changes, there is no problem. In a lot of cases, reflecting the impact of these changes help to keep the project boundaries. As I said, changes are a natural part of projects cycle in a dynamic environment. You just need to control them.

Learning, is the best way forward. We also get better at reading our clients and improving communication. Sometimes we need to take a loss for a long term gain from a happy customer.

The extra feature the customer asks for that was not previously asked for, this may be used for future projects and be a point of difference.