When the Scope Slips: Lessons from History on Architectural Boundaries

Scope creep refers to the gradual, often informal expansion of a project’s work beyond the original agreement. It might start small—a few extra sketches for a client, a quick design revision, or a request to attend one more meeting. But over time, these additions can significantly increase your time, liability, and costs—without corresponding compensation.

Scope creep isn’t just a business nuisance. It’s a cumulative problem that can lead to budget overruns, missed deadlines, strained client relationships, and even legal disputes. When the boundaries of a project aren’t clearly defined from the beginning—or when there’s no process in place for managing changes—architects end up absorbing the risk.

That’s why well-crafted contracts are more than just formalities—they’re essential tools that help you do your best work with confidence.

A thoughtfully written contract does more than outline deliverables. It:

• Defines the scope of services—and what’s not included
• Establishes clear timelines and compensation structures
• Outlines procedures for requesting and billing additional work
• Clarifies responsibilities between the architect and client
• Provides a framework for resolving disputes

With these protections in place, you’re better equipped to handle the unexpected—and to set healthy boundaries when a project starts to drift off-course.

A cautionary tale from architectural history underscores just how high the stakes can be when scope and authority aren’t clearly defined.

In 1835, following a devastating fire, architect Charles Barry was selected to design the new Houses of Parliament in London. To execute the intricate Gothic details, he brought on Augustus Pugin, one of the leading Gothic Revival designers of the era. What followed was a decades-long odyssey of shifting expectations, unrelenting demands from government committees, and unchecked changes in design scope.

Originally projected to cost £724,000, the project ballooned to more than £2 million—a staggering overrun for the time. Adjusted for modern value, that’s equivalent to roughly $100–150 million USD today. Both Barry and Pugin became physically and mentally exhausted from the unrelenting scope changes and political interference. Pugin died young and disillusioned, and Barry never saw the project fully completed.

The lesson? Even the most celebrated designs can become personal and professional burdens when architects aren’t empowered to manage changes or defend the boundaries of their work. Without clear contracts or a defined process for scope management, architecture can become an exercise in reactive firefighting instead of thoughtful problem-solving.

Even with a solid contract, scope creep can still sneak in. Here are proactive steps to help keep projects on track:

1. Start with Clear Communication: During onboarding, walk your client through what’s included—and what’s not. Clarify the process for requesting additional work.
2. Document Everything: If a client requests a new service or deliverable, follow up in writing—even if you’re not charging for it. This keeps expectations transparent.
3. Use Change Orders Thoughtfully: A simple change order form can protect you and help clients understand how changes affect cost and timeline.
4. Educate Your Team: Make sure everyone working on the project understands the contract’s limits. Even a well-intended promise from a junior team member can lead to misunderstandings.
5. Don’t Be Afraid to Say No: Setting boundaries isn’t about being inflexible—it’s about honoring the integrity of your time, your team, and your client’s investment.

Architects don’t have to navigate these legal complexities alone. Services like LegaLine, offered through the AIA Trust, provide AIA members with access to experienced legal counsel who understand the nuances of architectural practice. Whether you’re reviewing a contract, defining your scope, or navigating a tricky client interaction, having trusted legal support can make all the difference.

Ultimately, managing scope isn’t about avoiding change—it’s about creating the right conditions for great design to happen. And it starts with a solid contract, a clear process, and the confidence to uphold your role as both a creative and a professional.