Analyzing Scope Creep Control in Information Technology Projects to Support Digital Strategy: A Case Study at PT Klik Sinergi Solusi
Article Sidebar
Main Article Content
Abstract
Digital transformation has become a core component of modern business strategy, positioning information technology (IT) projects as key drivers of organizational innovation and efficiency. However, the success of digital strategies is highly dependent on an organization’s ability to manage project scope with discipline. One of the most persistent challenges is scope creep—the uncontrolled expansion of project scope without formal approval—which can disrupt timelines, overburden teams, and diminish both the quality and strategic relevance of project outcomes. This study aims to identify the root causes of scope creep, examine its impact on the implementation of internal digital projects, and propose adaptive and structured control strategies. The research was conducted at PT Klik Sinergi Solusi (KSS) using a qualitative case study approach. Data were collected through in-depth interviews with six project stakeholders across different roles, direct observation, and project documentation analysis, including backlog records, meeting notes, and scope change archives. The findings reveal that scope creep at KSS is driven by a combination of weak scope planning structures, the absence of effective change control mechanisms, inconsistent and undocumented communication, and an overly accommodating organizational culture toward user requests. As a result, projects suffer from delays, wasted effort, reduced output quality, and misalignment with the company’s digital strategy. The study also formulates six scope control strategies, including stronger scope baselines, regular validation forums, optimized use of project tools, and the development of a data-driven, assertive project culture. This research contributes to the theoretical discourse on digital project management and offers practical recommendations for designing scope control mechanisms that support the success of digital transformation initiatives.
Article Details
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
References
G. Westerman, D. Bonnet, and A. McAfee, Leading digital: Turning technology into business transformation. Harvard Business Press, 2014.
G. Vial, “Understanding digital transformation: A review and a research agenda,” J. Strateg. Inf. Syst., vol. 28, no. 2, pp. 118–144, 2019.
B. Komal et al., “The impact of scope creep on project success: An empirical investigation,” IEEE Access, vol. 8, pp. 125755–125775, 2020.
K. L. Madhuri and S. V, “Introduction of scope creep life cycle for effective scope creep management in software industries,” Int. J. Ind. Syst. Eng., vol. 27, no. 4, pp. 557–577, 2017.
R. K. Wysocki, Effective project management: traditional, agile, extreme. John Wiley & Sons, 2011.
E. Oktaviani, A. Asrinur, A. W. I. Prakoso, and H. Madiistriyatno, “Transformasi Digital Dan Strategi Manajemen,” Oikos Nomos J. Kaji. Ekon. dan Bisnis, vol. 16, no. 1, pp. 16–26, 2023.
J. Hatammimi and M. Afanassieva, “The process of creative economy development as an institutional work,” J. Manaj. Indones., vol. 22, no. 1, pp. 114–127, 2022.
H. I. Ansoff, D. Kipley, A. O. Lewis, R. Helm-Stevens, and ..., Implanting strategic management. books.google.com, 2018.
J. W. Ross, I. M. Sebastian, and C. M. Beath, How to develop a great digital strategy: To succeed today, companies need a unique value proposition that incorporates digital technologies in a way that is difficult for competitors to replicate. MIT Sloan Management Review, 2017.
J. N. Luftman, “Assessing business-IT alignment maturity,” in Strategic Information Technology: Opportunities for Competitive Advantage, Igi Global, 2001, pp. 135–149.
N. Ngadiso, T. Sarosa, M. Asrori, N. A. Drajati, and A. Handayani, “Project-based Learning (PBL) in EFL learning: Lesson from Indonesia,” AL-ISHLAH J. Pendidik., vol. 13, no. 2, pp. 1114–1122, 2021.
A. N. Perdana, “Analisis Faktor-Faktor Penyebab Scope Creep pada Proyek Konstruksi Offshore Oil & Gas di Indonesia.” Institut Teknologi Sepuluh Nopember, 2024.
H. K. Prasetya, “Investigasi Faktor-faktor Penyebab dan Dampak Scope Creep pada Proyek Konstruksi Menggunakan Metode Exsploratif Korelatif.” Institut Teknologi Sepuluh Nopember, 2024.
M. Ajmal, M. Khan, and H. Al-Yafei, “Exploring factors behind project scope creep–stakeholders’ perspective,” Int. J. Manag. Proj. Bus., vol. 13, no. 3, pp. 483–504, 2020.
H. Kerzner, Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons, 2025.
R. D. Pasaribu, A. Hartaman, M. R. Sutjipto, T. Umbara, R. Purwanadita, and A. Masfiroh, “Human-Centered Sustainable University Model,” J. Manaj. Indones., vol. 22, no. 1, pp. 1–12, 2022.
M. Jamshidi, “Managing the Influence of Stakeholders on the Scope of Major Construction Projects to Prevent Scope Creep in the BIM Era.” University of East London, 2023.
S. Rina, “Kajian Peningkatan Fungsi Kawasan Perdagangan dan Jasa Regional Didukung Kawasan Permukiman Berkarakter Lokal di Kawasan Konservasi Pasar Besar Kota Malang,” J. Appl. Sci., vol. 4, no. 1, pp. 43–57, 2023.