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Understanding the Scope and Deliverables within a Marketing Project

Marketing Project Awareness

Anyone in the interactive or traditional marketing agency arena can identify with this perpetual challenge: a client solicits an agency to complete a task where the deliverables and work involved is gradually (or not so gradually) increased without acknowledgment or proper handling from either side of the project. The end result is a lengthy, slow and expensive completion process. A lack of focus from both parties, awareness of deliverables and miscommunication can lead to rushed jobs, multiple revisions and excessive budgets.

This phenomenon is referred to as ‘scope creep’: and all too often, the project that grows in scope does so at the expense of the agency and the client. Not only does this damage the project timeline and potentially endanger the quality of the deliverable, it can foster negative feelings among all parties. Especially at risk are creative tasks, which can become stunted in a harried and anxious environment.

Two major issues can prevent a client from accurately recognizing the scope of a project. First, clients can overlook the services needed to complete the project or make assumptions about the tasks that the agency is required to deliver. Secondly, as the project evolves and additional requests are made, the size of the scope can grow quickly as several ‘small’ tasks are added to the project. These small tasks accumulate and require additional adjustments. What may seem to be small updates at first can easily end up being another project within a project. The challenge of avoiding this scenario is to encompass all thoughts, intentions, brand knowledge and marketing goals into one concise and manageable project review document. Both the client and the agency certainly have a responsibility to set the tone of the relationship through a detailed analysis of what is to be done.

Though not the fault of the client, the lack of experience with marketing and web related projects is a primary reason for hiring an agency in the first place. This poses an issue not because there is too much client input, but because there is too little. In certain cases, the agencies lack a clear picture of the desired outcome. Projects that are unclear, and those built around a premise that was never discussed can lead to frustration for both parties. The final key for clients to remember is that a project which goes beyond the original scope will require additional expenditure. Clients must understand that his is not punitive in nature. It is simply keeping within basic business practices.

On the other hand, if the agency does not properly manage the project an increase of scope, and corresponding additional charges will come as a surprise to the client and can damage the project and the relationship as a whole. Agencies may have to absorb these costs if they are at fault. An experienced agency is usually familiar with this dilemma, and works to shape the communication between parties accordingly. A clear, detailed, and comprehensive service agreement that encapsulates the entire project should be written and signed before it is begun. An detailed list of the intended deliverables should be included with or in this document and regular ‘sign-offs’ on project deliverables should be administered throughout the project. Maintaining consistent and clear communication and documenting the communication process will bode well for both parties.

Properly outlining a project in its infancy allows clients to better manage and meet a budgeting target. Should the project require more effort than originally targeted, a “Change Order” document can be drawn to include the additional work needed without disrupting the workflow.

The prudent client can also take further steps to ensure that the process runs smoothly. An ideal client is not only aware of the issue and thorough understanding of the scope of work, but responsive to requests for collateral information and approachable for feedback throughout the entire process.

With these elements in place, the result should be a timely and well executed project that exceeds the expectations of all participating parties.


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