EFFECT OF PROJECT SCOPE CREEP ON PERFORMANCE OF PROJECTS IN SELECTED FAITH - BASED ORGANIZATIONS IN UGANDA A CASE STUDY OF CARITAS NEBBI

International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 122 Original Article EFFECT OF PROJECT SCOPE CREEP ON PERFORMANCE OF PROJECTS IN SELECTED FAITH - BASED ORGANIZATIONS IN UGANDA A CASE STUDY OF CARITAS NEBBI Ginyera Stephen Faculty of Economics and Business & Administration, Catholic University of South Sudan ARTICLE INFO ABSTRACT ©2025 RS Publication Paper ID: IJRES692DC1F807F82 Published: 2025-12-02 DOI: https://dx.doi.org /10.5281/zenodo.17 793005 Page No: 122-130 The rationale of this research paper investigated the effect of project Scope Creep on performance of selected faith – based organizations, a case study of Caritas Nebbi in Uganda. The research reviewed the literature linked to the independent variable and dependent variable to validate the gap in research. This research project studied works associated with the effect of project scope creeping on project performance and acknowledged that scope creeping can also positively impact on project performance despite other findings indicating pessimistic effects of scope creep on project performance. The researcher used descriptive design, to examine scope creep. The study population was 310 respondents of Caritas Nebbi and the sample size was one hundred eighty-one (181). The respondents were chosen using Yamani formula. This study involved using a self-designed questionnaire in collecting data from the respondents with purposive Sampling techniques and stratified sampling. The researcher collected whereas for secondary data the researcher used reviewed documents or documentation reviews. The researcher used SPSS to analyze the data on the questionnaire which assessed the effect of scope creep on project performance, on project performance all through Likert-scale questions. Descriptive Statistics was used to calculate all variables, summarized the data and identified patterns and was also used to examine the relationships of (time, budget, resources, and quality) and project performance. This helped to determine the strength and direction of the relationships. Pearson's correlation coefficient analysis was conducted to model the effect of scope creep on project performance. This allowed the researcher to determine the relative importance of each factor while controlling for the others. The researcher found out that scope creep management variables (time, budget, resources, and quality) were interrelated, and their alignment was crucial for high project performance. The most influential factor appears to be resource distribution — it has the strongest links with all other factors and the highest correlation with project quality. International Journal of Research in Engineering & Science Available online on http://rspublication.com/IJRES/IJRE.html ISSN:(P) 2572-4274 (O) 2572-4304 Cite This Paper: Ginyera Stephen (2025). "EFFECT OF PROJECT SCOPE CREEP ON PERFORMANCE OF PROJECTS IN SELECTED FAITH - BASED ORGANIZATIONS IN UGANDA A CASE STUDY OF CARITAS NEBBI ". INTERNATIONAL JOURNAL OF RESEARCH IN ENGINEERING & SCIENCE (IJRES), vol. 9, no. 6, 2025, pp. 122-130. DOI: https://dx.doi.org/10.5281/zenodo.17793005 International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 123 Original Article 1.0 Introduction Scope creep is frightening thing that can occur on any project, wasting money, declining satisfaction, and instigating the expected project value to not be met. Most projects appear to suffer from scope creep, and both project teams and stakeholders are consistently frustrated by it. There are many means by which scope creep can occur on projects. Executives at the sponsorship level often don't want to be involved in every decision. So, project teams make them. Some change requests are or appear to be small, so again, project teams act on them instead of following a proper modification process. An inflexible or cumbersome change control process may also contribute to unauthorized scope additions (Serra and Kunc, 2015). Scope creep which is also referred to as prerequisite creep essentially describes how a project’s requirements can increase during its life-cycle. It may be a project centered on developing a project that first had only two essential features, but now needs to have seven. Another scope creep example is when the needs of the client change. Scope creep risk mitigation techniques are important to understand as scope creep needs to be managed carefully (Hornstein, 2015). Large changes in scope are easily identified. It is the “minor refinements” that eventually build to be major scope changes that can cause problems. These small refinements are known in the field as scope creep. For example, the customer of a software developer requested small changes in the development of a custom accounting software package. After several minor refinements, it became apparent the changes represented a significant enlargement of the original project scope. The result was an unhappy customer and a development firm that lost money and reputation (Abramovici, A., 2000). Although scope changes are usually viewed negatively, there are situations when scope changes result in positive rewards. Scope changes can represent significant opportunities. In product development environments, adding a small feature to a product can result in a huge competitive advantage. A small change in the production process may get the product to market one month early or reduce product cost (Abramovici, A., 2000). Scope creep influences the organization, project team, and project contractors. Scope variations change the organization’s cash flow requirements in the fewer or additional resources, which may also affect other projects. Frequent changes eventually wear down team motivation and cohesiveness. Clear team goals are altered, become less focused, and cease being the focal point for team action. Starting over again is annoying and demoralizing to the project team because it disrupts project rhythm and lowers productivity. Project suppliers resent frequent changes because they represent higher costs and have the same effect on their team as on the project team (Abramovici, A., 2000). The key to managing scope creep is change management. One project manager of an architectural firm related that scope creep was the biggest risk his firm faced in projects. The best defense against scope creep is a well-defined scope statement. Poor scope statements are one of the major causes of scope creep (Abramovici, A., 2000). A second defense against scope creep is stating what the project is not, which can avoid misinterpretations later. First, the original baseline must be well defined and agreed upon with the project customer. Before the project begins, it is imperative that clear procedures be in place for authorizing and documenting scope changes by the customer or project team. If a scope change is necessary, the impact on the baseline should be clearly documented—for example, cost, time, dependencies, specifications, responsibilities, etc. Finally, the scope change must be quickly added International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 124 Original Article to the original baseline to reflect the change in budget and schedule; these changes and their impacts need to be communicated to all project stakeholders (Abramovici, A., 2000). Inputs are resources (money, technology and personnel) that are transformed to outputs through project processes or mechanisms (practices). Outcome is the resulting impact derived from the project’s output (deliverables). The project is embedded in an environment (organization and society) that enables and constrains the project through social norms and formal structures. Feedback mechanisms are shown with dashed lines and indicate responses from all the elements (Bertalanffy, 1968; Chen, 2015). 1.2 Statement of the problem Most projects are designed with the main purpose of either accomplishing or surpassing their established goals in a postulated scope, where it demands for improved scope supervision so as to improve project performance nevertheless the diversification for projects to develop effective set goals. There is always need to attempt to avoid scope creep constraints. Most projects that meet cases of scope creep constraints usually find it difficult to attain optimum performance due to challenges related with scope creep constraints; although, it is against that context that this research was conducted on effect of project scope creep on performance of projects in selected faith - based organizations in Uganda. 1.3 General Objective To examine the implication of scope creep on performance of selected faith – based organizations. 1.3.1 Specific objectives i. To appraise if time influences project performance of Caritas Nebbi. ii. To evaluate whether budget influences project performance of Caritas Nebbi. iii. To examine if resources influence project performance of Caritas Nebbi. iv. To assess if quality influences project performance of Caritas Nebbi. 1.4 Research questions i. How does time influence project performance of Caritas Nebbi? ii. How does budget influence project performance of Caritas Nebbi? iii. How do resources influence project performance of Caritas Nebbi? iv. How does quality influence project performance of Caritas Nebbi? Scope creep: The tendency for the scope of a project to expand once it has started. Scope creep also describes how a project’s requirement can increase during its life-cycle. 2. Research Methodology This chapter described the methods employed by the researcher in the study. It elucidated the research design, the study population, sampling method and procedures, data collection instruments, pilot study, data processing and analysis. International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 125 Original Article Research Design The researcher used descriptive and inferential designs, to examine how scope creep influences project performance of on faith - based organizations in West Nile sub – region, Uganda. Target population The population of interest of the researcher was on faith - based organizations. The target group were Directors, Program Officers, M&E officers, project accountants, project sponsors and project recipients in Caritas Nebbi. The target population of the study comprised Caritas Nebbi. 3. Major Findings/ Results Table 1: Assessment of Scope Creep in CN Mean Std. Deviation Statistic Std. Error Statistic The project is meeting its time in delivery 4.10 .044 .592 The budget is sufficient for the project 3.71 .054 .721 Resources are distributed as planned in the project 3.81 .058 .775 Project quality is managed very well in CN 4.09 .041 .555 Valid N (list wise) 181 Source: Researcher, 2025 Table 8 indicates that the mean of 4.10 shows that most respondents agree or strongly agree that the project is being delivered on time. The low standard deviation (0.592) indicates that responses are consistent, with little variation. Time delivery is positively rated, suggesting good time management and adherence to project schedules in Caritas Nebbi. According to the Project Management Institute (2021), project time performance can be measured by schedule variance and schedule performance index to assess the magnitude of deviations for the original baseline schedule. Time performance with schedule deviation is the process of comparing the actual schedule with the planned schedule (Vaibhava, Rao, Shetty, & Prakash, 2020); (Albino et al., 2012; Romero-Torres, 2020). A mean of 3.17 suggests neutral to moderate agreement. Respondents are divided—some think the budget is sufficient, others may not. The moderate standard deviation (0.721) shows noticeable variation in opinions. Conclusion: Budget sufficiency is average, and responses are mixed. This could point to budget constraints or inconsistent fund allocation in Caritas Nebbi (Serra and Kunc, 2015), but disagreeing with (Alami, 2016). The mean of 3.82 indicates a positive perception, meaning most respondents agree that resources are distributed as planned. However, the slightly higher standard deviation (0.775) implies some variation in responses. Although resource distribution is generally satisfactory, a portion of respondents may have observed inconsistencies in Caritas Nebbi. A high mean of 4.09 suggests strong agreement that project quality is well managed. The low standard deviation (0.555) indicates that most participants agree consistently. Quality management in the project is seen as effective and well-handled by the majority of respondents in Caritas Nebbi. International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 126 Original Article Effect of scope creep on performance in CN Table 2: Effect of scope creep on performance in CN Mean Std. Deviation Statistic Std. Error Statistic Regular time deliveries have improved performance of CN. 4.07 .049 .663 Sufficient budgeting has improved performance of CN. 3.80 .052 .697 Proper resource distribution has improved performance of CN. 3.92 .047 .631 Good project quality has improved performance of CN. 4.08 .043 .582 Valid N (list wise) 181 Source: Researcher, 2025 A mean of 4.07 suggests that respondents agree that regular time delivery has improved the performance of NC. The relatively low standard deviation (0.663) shows a consistent perception among participants. Timely delivery contributes positively to organizational performance, indicating good time management mitigates scope creep effects in Caritas Nebbi. Consequently, this concurs with (Hornstein, 2015) where mitigation techniques are important to understand as scope creep needs to be managed carefully (Abramovici, A., 2000). Budget and time estimates (Zidane et al., 2016; Badewi, 2016; Serrador & Turner, 2015) A mean of 3.80 shows a favorable response, suggesting that sufficient budgeting is considered to enhance NC’s performance. The moderate standard deviation (0.697) implies that most respondents share this view, with minor variations. Adequate budgeting supports performance, and helps control the financial risks associated with scope creep in Caritas Nebbi thus agreeing with (Serra and Kunc, 2015), disagreeing with (Alami, 2016). A mean of 3.92 indicates general agreement that resource distribution positively affects performance. The low standard deviation (0.631) shows consistent feedback. Effective resource planning plays a key role in reducing disruptions caused by scope creep, thereby enhancing performance in Caritas Nebbi. Hence agreeing with (Barry et al., 2006; Gibson et al., 2006; Thakurta et al., 2009; Mantel et al., 2010) on addressing resources. A mean of 4.08 indicates strong agreement that maintaining high project quality contributes to improved performance. The low standard deviation (0.582) reveals high consensus among respondents. Project quality management is a strong defense against scope creep, ensuring project goals are maintained in Caritas Nebbi (Atkinson et al., 2006), (Besson & Rowe, 2001; Nguyen et al., 2015), (Dekker & Forseluius, 2007). A successful and effective project performance is one that which achieves its goals within the budget, on time, and as per the standards, while satisfying the client (Ferrada & Serpell, 2013). Managing project scope is the best solution to eliminating any ambiguity and uncertainty in projects (Tsiga et al., 2017). Consequently, Caritas Nebbi has managed to achieve in terms of its performance. Further the performance of projects exposed to high levels of uncertainty, is either reinforced and improved by collaboration or hindered by opportunism (Um & Kim, 2018) which is not the case with Caritas Nebbi. According to Wagner et al., (2014), the performance of collaborative but equitable tasks between team members helps foster knowledge and trust, which contributes to granting improved overall productivity. This performance is evident with the activities of Caritas Nebbi. International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 127 Original Article 4.3.1.3 Relationship between scope Creep and project performance of CN Table 3: Relationship between scope Creep and project performance of CN Correlations Regular time deliveries have improved performance of CN Sufficient budgeting has improved performance of CN Proper resource distribution have improved performance of CN Good project quality have improved performance of CN Regular time deliveries have improved performance of CN Pearson Correlation 1 .414 ** .504 ** .361 ** Sig. (2-tailed) .000 .000 .000 N 181 181 181 181 Sufficient budgeting has improved performance of CN Pearson Correlation .414 ** 1 .593 ** .423 ** Sig. (2-tailed) .000 .000 .000 N 181 181 181 181 Proper resource distribution have improved performance of CN Pearson Correlation .504 ** .593 ** 1 .562 ** Sig. (2-tailed) .000 .000 .000 N 181 181 181 181 Good project quality have improved performance of CN Pearson Correlation .361 ** .423 ** .562 ** 1 Sig. (2-tailed) .000 .000 .000 N 181 181 181 181 **. Correlation is significant at the 0.01 level (2-tailed). The table shows the relationship between project scope creep and project performance of Caritas Nebbi. Using Pearson correlation where the respondents N is 181 and the level of significance is 0.01 timeliness & budgeting which the correlation is .414** and the significance p value is 0.000 which is less than .01 indicating a moderate positive relationship. This suggests that regular delivery on time tends to go hand-in-hand with sufficient budgeting and efficient time management depends on adequate budget planning in Caritas Nebbi. This concurs with (Zidane et al., 2016; Zidane, Johansen, & Ekambaram, 2015; Zidane & Olsson, 2017) who assert that the manager’s ability to complete a project on time, within budget and according to the specified terms. Besides, timeliness & resources in Caritas Nebbi where the correlation is 0.504** and the significance p value is 0.000 which indicates a moderately strong positive relationship. Hence timely project delivery is closely linked to effective resource distribution, implying that performance improves when resources are well aligned with schedules. (Samset, 2003) to prioritize resources (R. G. Cooper et al., 2000; Engwall & Jerbrant, 2003) who suggest that project evaluations are done early in the project life cycle or even before the project starts. Timeliness & Quality where the correlation is 0.361** and the significance p value is 0.000 signifying a moderate correlation. While still significant, this suggests that timeliness alone may not guarantee quality but is still important for overall performance in Caritas Nebbi. According to (Atkinson, 1999), the Iron Triangle comparing expected and realized cost, time and quality. Budgeting & resources has a correlation of 0.593** and the significance p value is 0.000 which designates strong positive correlation. This is an indicator that Caritas Nebbi has project evaluation International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 128 Original Article that is well-budgeted for and has more effective resource distribution. The findings concur with (Bertalanffy, 1968; Chen, 2015) stating that (money, technology and personnel) are transformed to outputs through project processes or mechanisms (practices). Budgeting & Quality has a correlation of 0.423** and the significance p value is 0.000 indicating a moderate correlation where adequate budget supports higher quality outputs, reinforcing the importance of financial planning in the performance of Caritas Nebbi. Resources & Quality has a correlation of 0.562** and the significance p value is 0.000 representing a strong correlation. This is the strongest relationship in the table where effective resource distribution is critical for ensuring project quality, directly influencing the success and satisfaction of project outcomes in Caritas Nebbi. Like suggested by (Samset, 2003) to prioritize resources (R. G. Cooper et al., 2000; Engwall & Jerbrant, 2003). 4. Summary, Conclusion and Recommendation Summary of Major Findings The study was guided by three main objectives and these were to validate the influence of scope creep on performance of selected faith - based organizations; to examine influence of quality assurance on performance of selected faith - based organizations; to evaluate the influence of stakeholder relationships on performance of selected faith - based organizations (Caritas Nebbi). Most of the respondents had either primary education or lower secondary school level. The majority are beneficiaries rather than project implementers. They generally had less than 2 years of project involvement. Most respondents fell within the young adult age range (26–35 years). The assessment of scope creep in Caritas Nebbi shows that project performance is generally perceived positively. Strong agreement exists on timely delivery and quality management. However, perceptions regarding budget sufficiency are less favorable, indicating a need to evaluate financial adequacy. Resource distribution is rated fairly well, though with slight variation. These insights highlight strengths in time and quality management while suggesting attention be given to budget planning and resource tracking. The effect of scope creep in Caritas Nebbi analysis reveals that all four indicators — time delivery, budgeting, resource distribution, and project quality — are positively associated with improved performance at CN. The high means and relatively low standard deviations across the variables indicate strong agreement and consistent views among respondents. These findings suggest that managing scope creep through timely delivery, sufficient budgeting, resource planning, and quality control significantly enhances organizational performance. According to (Zidane et al., 2016; Badewi, 2016; Serrador & Turner, 2015) Caritas Nebbi are responding well on budget and time estimates. Conclusion Scope creep management variables (time, budget, resources, and quality) are interrelated, and their alignment is crucial for high project performance. The most influential factor appears to be resource distribution — it has the strongest links with all other factors and the highest correlation with project quality. Timeliness, while important, shows slightly weaker correlations, indicating that while on-time delivery is valuable, it must be supported by sufficient budgeting and resources to truly improve quality and performance. Sufficient budgeting plays a central role in enabling both resource allocation and quality outcomes. All variables together reflect that mitigating scope creep through proper planning and resourcing is essential to driving better project performance. International Journal of Research in Engineering & Science ISSN:(P) 2572-4274 (O) 2572-4304 Available online on http://rspublication.com/IJRES/IJRE.html volume 9 Number 6, 2025 DOI: 10.5281/zenodo.17793005 ©2025 RS Publication, [email protected] 129 Original Article Recommendations Given the conclusion of the research that was carried out at Caritas Nebbi, the following recommendations are placed forward;  Strengthening proper resource distribution; it's most strongly linked to quality and performance.  Ensure budgets are realistic and sufficient, enabling timely and quality delivery.  Focus on harmonizing time, budget, and resource plans early in the project cycle. Recommendations for Further Research The suggestions presented here are pertinent to the effect scope creep on performance of selected faith – based organizations in Nebbi District, West Nile sub region, Uganda. 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