Avoid focusing solely on scope creep management methods that could be applied to any project methodology. Companies often have project managers and analysts trained in these methods. Interviewers are interested in how a seasoned Scrum Master could use the tools of Scrum specifically to improve upon the available methods.

There are several methods to address scope creep in a Scrum setting. First, I like to describe the product backlog to the Product Owner and the stakeholders as a living artifact that is meant to change over time. This means that we welcome the addition of new stories and the removal of stories that are no longer needed. We often have a set budget, and I keep them apprised of the impact of changes as we go so that everyone stays in sync from an expectation perspective.

Within a sprint, I address scope creep by asking the team to mention any requested changes in scope that come up during development. If the impact is minimal, the change is made. If the change is significant, we sometimes elect to drop the story from the sprint and revisit it during the next sprint with the inclusion of the new detail. Alternatively, we sometimes do what we can in the current sprint and then add a story to represent the new scope and include it in the plan for the next sprint.

Release and sprint planning are also important activities that can reduce scope creep. We use the information uncovered in those meetings to refine our backlogs and make educated commitments. The results of the meetings are used in expectation-setting conversations with our clients. In my experience, working with a smaller scope of increments and continually discussing expectations ensures everyone is on the same page and understands the impact of their requests.