Introduction - Scope creep is uncontrolled and unauthorized changes to a project, extending the project beyond its initial boundaries. An extensive literature review indicated that scope creep is a common occurrence in projects with dire consequences. There are two dominant perspectives on scope creep. Either it is preventable, or inevitable. Based on these findings, the author seeks to investigate the phenomena by answering the research question of this thesis: Why do project managers have opposing perceptions of scope creep in projects? Purpose - This paper explores the managerial perceptions on the two opposing viewpoints on scope creep and potential variations. No previous studies investigate the phenomena in a matter of perception. The paper aims to open new insights about how project managers perceive scope creep based on their own experiences through project management in practice. Design/methodology/approach - The thesis employs a multiple, cross-sectional and mono-method case study design. A qualitative research method is utilized in combination with interpretative and inductive approaches. Sampling criteria techniques used are purposive and snowballing, focusing on project managers in Norway. Five project managers were interviewed in-depth following an interview guide facilitating semi- structured interviews. The interviews were later translated, transcribed and categorized in a thematic analysis template. Findings - The study’s findings indicate that the opposing managerial perspectives on scope creep are due to a varying degree of knowledge on the phenomena and its definition. Low comprehension of scope creep in project management teams generates ambiguity and uncertainty. Insufficient awareness of scope creep inclines project members to misuse the term, resulting in an inability to detect or discern scope creep from formalized changes to the project scope. The academic debate concerns whether scope creep is preventable or inevitable. This study found that the academic discrepancy is owed to a dissonance between academic project management literature and the real-world experiences from practicing project managers. Research limitations/implications - The paper is limited by investigating scope creep based only on data collected from Norwegian nationals. Furthermore, the sample size of the case study is relatively small. These limitations might inhibit the generalization of findings. Practical implication - The following findings and results aids practicing project managers by highlighting the importance of a clear definition of scope creep. Awareness of scope creep assists project team members to discover unauthorized changes, resulting in proper communication within the project management team concerning rogue changes. Originality/value - The paper examines experienced project managers different perspectives of scope creep from practical applications in the project management field. Keywords - Project Management, Scope Change, Scope Creep, Scope ManagementPaper type - Master's thesis

Transportinfrastruktursystem spelar en viktig roll i stadsutvecklingen. Nyttjandet av underjordiska utrymmen för transportsystem ökar alltmer och används som potentiella lösningar för att lösa urbaniseringsproblem. För att möta den snabba befolkningstillväxt som Stockholm står inför initierade regeringen Stockholmsöverenskommelsen 2013 som innebar en omfattande utbyggnad av tunnelbanenätet samt en ökad bostadsbebyggelse. Tunnelbaneutbyggnaden är i Sverige den första att genomföras på trettio år och projektet har i det tidiga skedet redan ändrats i omfattning i två etapper.  Syftet med studien är att bidra till en ökad förståelse inom området inför framtida projekt av samma karaktär. Målsättningen är att undersöka vilka faktorer som påverkar projektets benägenhet att ändras och hur dessa faktorer i sin tur påverkar projektledarens möjligheter att leda projektet. Problemet avgränsas till ett beställarperspektiv i tidiga skeden och studeras i en svensk kontext.  Forskningen har genomförts som en kvalitativ fallstudie. Fallstudien består av dels en intervjustudie dels en dokumentstudie. Det studerade fallet representerar projekt Akalla-Barkarby som är ett av de delprojekt som ingår i Stockholmsöverenskommelsen.  Studien har identifierat ett antal faktorer som antas påverka projektomfattningen till en större benägenhet att ändras. Dessa faktorer är relaterade till dels de förutsättningar som låg till grund för projektet i och med investeringsbeslutet dels komplexiteten i projektsystemet. Dessa faktorer skapar osäkerheter och begränsar projektledarens möjligheter att leda projektet. / Transportation infrastructure systems play an important role in urban development. The use of underground spaces for transport systems is increasing and is viewed as a potential solution to solve urbanization problems. To meet the rapid population growth that Stockholm is facing, the government initiated the Stockholm Agreement in 2013, which entailed an extensive expansion of the metro system and an increased housing development. The metro system expansion in Sweden is the first to be completed in thirty years and the project has in the early stages already changed in scope twice.  The purpose of the study is to contribute to an increased understanding in the field for future projects of the same nature. The aim is to investigate the factors that affect the project's propensity to change and how these factors in turn affect the project manager's opportunities to lead the project. The problem is limited to a Client perspective in the early stages and is studied in a Swedish context. The research has been carried out as a qualitative case study. The case study consists partly of an interview study and partly of a document study. The case represents the Akalla - Barkarby project, which is one of the sub-projects included in the Stockholm Agreement.  The study has identified several factors that are assumed to influence the project scope to a greater tendency to change. These factors are related partly to the preconditions of the project based in the investment decision and partly to the complexity of the project system. These factors create uncertainties and limit the project manager's opportunities to lead the project.