On a financial services core-systems programme, the client’s operations team asked mid-build for what they called a ‘small addition’ to scope, a new reporting feed, no big deal.
Because Governance Lock meant every scope change had to be logged, costed, and signed off rather than quietly absorbed, the request went to the steering board as a proper change request: two extra weeks, a defined cost, a named approver.
The board chose to approve it, eyes open, instead of finding out three months later why the original deadline had slipped and nobody could say why.
