As the lazy days of summer end and we head into fall, I’d like to warn you about scope creep. With fall comes a return to school, sports, and after-school activities, and often a busier work schedule as well.  It’s during this time that scope creep can easily sneak up on us. Scope creep is whatever competes for our time (and money) that stresses us out, reduces quality time with loved ones, and makes us tired and resentful. 

It’s when you’re asked to organize events at work when it’s not part of your job description or help with this or that project at your kid’s school. It’s when you start seeing that other families have their kids in lots of activities, and you feel pressure to do the same.

In project management, scope is the work that needs to get done as part of a well-defined project. The project is signed off on and agreed to by those paying for it. For example, a real estate developer might sign-off on the construction of a four-story building. If someone else suddenly suggests that two more stories be added, that request is what’s known as being “out of scope.” Scope creep is additional work that isn’t part of the original project.

As project managers, we often play whack-a-mole keeping scope creep away. Executives sometimes want to add enhancements to a project, like another story to a building. Project managers address these sorts of requests by asking for more money or time to get them done or by scheduling them for completion after the original project is finished. Project Managers also ask for a “scope-change form” that outlines a particular request that’s out of scope. This process clearly illustrates the schedule and budget impact of the additional request.

You can apply these practices in your family life this fall to protect your schedule and quality time. The first task is to outline your priorities so you know your scope. Then, take these additional steps when the opportunity for new work or activities arises to protect your family’s schedule from scope creep:

1) Understand what the new activity involves. If a new activity becomes a consideration, find out exactly what it involves. What sort of additional financial and/or time commitment will the task require? Ask specific questions to fully understand what is being requested, and then take time to think about it. For example, if you’re asked to take on an additional activity at school or work, ask how many meetings it will involve, what else is expected of you, how many hours the job will take overall. These details are important for making a thoughtful and informed decision.

2) Consider all your options. There are many different ways to solve a problem, and the best approach may not involve you. Maybe there are other ways a “scope-change” can be addressed. Can it be done later? Should someone else do it because they have more time? Can someone be hired to do it? Can different resources be used to solve the problem? Is the additional work even necessary at at all? All of these questions can help you think of creative ways to tackle additional work or activities.

3) Respect your family’s original schedule and think through the consequences of changing it.

4) Make a clear choice. Once you’ve decided whether to take on a new task, respond clearly to the person making the request. In project management, we communicate decisions like this on a scope-change request form. You don’t need to create a document, but be very clear about what you will and won’t do to reduce misunderstandings later. If you agree to part of a request but not all of it, clarify that you won’t be asked to do more later.

As we look to the fall with its busier school and work schedules, taking these four steps can help you make informed decisions and protect your family’s quality of life from scope creep. Be thoughtful as we head into fall so that your family schedule can stay balanced as the busy season begins.

Hilary Kinney is the author of Project Management for Parents, a timeless book that provides resources for busy parents to streamline life at home. She is a certified Professional Project Manager with 17 years of experience at a Fortune 500 company.