Scope Creep in a Mason Jar: When "Just One More Product" Threatens Your Launch

By Sabrina Gallimore, PMP, LSSBB, ACC
Director, Operational Process Transformation | ICF-Certified Executive Coach

Scope creep has killed more projects than bad planning ever did.

In corporate PM, we recognize it instantly: "just one more feature," "while we're at it, let's add...," "the stakeholders would really love if we could also..." Before you know it, your three-month project has become a nine-month odyssey with a bloated feature set that nobody asked for.

In entrepreneurial product development, scope creep is even more insidious—because you're both the PM and the stakeholder. There's no one to push back when you say "just one more SKU." No executive sponsor to remind you that perfection is the enemy of done. No project deadline enforced by contracts or quarterly targets.

This is the story of how I almost let scope creep kill my product launch—and how I learned to say no, define Minimum Viable Product (MVP), and ship imperfect. It's a cautionary tale about perfectionism disguised as customer focus, a tutorial on ruthless scope management, and proof that "done" beats "perfect" every single time.

How Scope Creep Almost Killed My Launch

When I started developing natural skincare products for my daughter's rare medical condition, I had a clear vision: three products that solved our specific problem.

• Bath soak (for bedtime calming and skin comfort)

• Gentle soap (for daily cleansing without irritation)

• Nourishing lip balm (for chapped, sensitive lips)

Simple. Focused. Achievable.

Then the "just one more" spiral began.

The Scope Creep Timeline:

Month 1 (Original Plan):

• 3 products

• 1 variant each

• Target launch: Month 4

Month 2 (First Expansion):

• "Customers will want scent options" → 3 products × 2 scents = 6 SKUs

• "Should offer unscented for ultra-sensitive skin" → 9 SKUs

• Target launch: Month 5 (delayed one month)

Month 3 (Second Expansion):

• "What about a body butter? People ask about moisturizers" → 12 SKUs

• "Gift sets would be great for holidays" → Need packaging design, bundles, pricing strategy

• "Bath bombs are popular—should I offer those too?" → 15+ SKUs

• Target launch: Month 7 (delayed three months)

Month 4 (Third Expansion):

• "Some customers might want custom formulations" → Infinite complexity

• "What if I offered a subscription box?" → Requires logistics, forecasting, retention strategy

• "Should I develop a men's line? Kids' line? Pet line?" → Market segmentation analysis paralysis

• Target launch: TBD (no clear date anymore)

Month 9 (Reality Check):

• Still hadn't launched

• Notebook full of ideas, zero products in customers' hands

• Exhausted from planning, frustrated by lack of progress

• Family asking, "When are you actually going to launch this?"

The Wake-Up Call:

One evening, my partner asked a simple question: "What are you waiting for?"

I listed all the things that weren't "ready yet":

• Don't have all the scent variations perfected

• Haven't finalized gift packaging

• Need to test more body butter formulations

• Want to create a full brand experience with multiple product lines

He responded: "But did you solve the original problem? Do you have three safe products that work for [daughter's name]?"

Silence.

The answer was yes. I had three products. They were tested. They worked. They were safe. But I'd convinced myself they weren't "enough."

That was the moment I realized: I wasn't delaying launch to serve customers. I was delaying launch to avoid the vulnerability of putting something out into the world.

Why Entrepreneurs Are Especially Vulnerable to Scope Creep

In corporate PM, we have external accountability mechanisms:

• Sponsors who enforce budgets and timelines

• Steering committees who challenge scope additions

• Change control boards that require justification for changes

• Contracts that define deliverables and deadlines

In solo entrepreneurship, those mechanisms evaporate. You become:

• The PM who wants to deliver excellence

• The sponsor who wants to maximize value

• The stakeholder who imagines endless possibilities

• The customer advocate who worries about meeting everyone's needs

The result: Every impulse to expand scope goes unchallenged.

The Four Disguises of Scope Creep:

1. "Customer Focus"
"I should offer more options so there's something for everyone."
Reality: You're avoiding the hard work of defining a specific customer and solving their specific problem deeply.

2. "Competitive Pressure"
"Other brands offer 15 SKUs—I need to match that to compete."
Reality: Established brands took years to build product lines. You're comparing your beginning to their middle.

3. "Sunk Cost Justification"
"I've already bought these ingredients/learned this skill—might as well use it."
Reality: Past investments don't justify future complexity. Cut your losses and focus.

4. "Perfectionism Disguised as Quality"
"I can't launch until everything is perfect—customers deserve the best."
Reality: Perfect is the enemy of done. Customers deserve a real product they can use, not an imaginary perfect one they can't.

I was guilty of all four.

Defining MVP: What's "Good Enough" to Launch?

The concept of Minimum Viable Product comes from lean startup methodology, but it's pure PM scope management at its core.

MVP Definition:
The smallest set of features (or in my case, products) that delivers core value to your target customer and allows you to validate your hypothesis.

Key Questions to Define MVP:

1. What problem am I actually solving?
   My answer: Safe, transparent, natural products for children with sensitive skin conditions

2. What's the minimum product set that solves this problem?
   My answer: Bath soak (bedtime ritual), soap (daily cleansing), lip balm (specific pain point)

3. What would I learn from launching this MVP that I can't learn from more planning?
   My answer: Does demand exist? Which products resonate most? What do customers actually want next?

4. If I launched today with just this, would it deliver value?
   My answer: Yes. My daughter uses these three products daily. They work. Others with similar needs would benefit.

5. What's NOT required to validate the core hypothesis?
   My answer: Multiple scent options, gift packaging, subscription boxes, adjacent product categories

The MVP Litmus Test:

For every product or feature I considered adding, I asked:

"Does this solve my daughter's original problem?"

• ✅ Yes → Consider for MVP

• ❌ No → Backlog for Phase 2

Examples:

The Result:
MVP = 3 core products, with unscented option for soap (4 SKUs total)

The Scope Management Framework I Wish I'd Used from Day One

After my Month 9 wake-up call, I implemented a formal scope management process—treating my side project with the same rigor I'd apply to a corporate initiative.

Step 1: Define Success Criteria

What does "launch" mean?
Products available for sale at my first vendor market, with ability to fulfill orders

What's the goal of launch?
Validate market demand, collect customer feedback, generate initial revenue, prove I can deliver

What's NOT the goal?
Perfect product line, comprehensive catalog, maximized revenue, industry domination

Success Metrics:

• 3 products in customers' hands

• 10+ customer interactions at first market

• Feedback collected via survey or conversation

• Zero adverse safety events

• Break even on initial investment ($500 in materials)

Step 2: Create a Scope Baseline

I documented what was in scope and—critically—what was explicitly OUT of scope.

SCOPE BASELINE DOCUMENT

In Scope (Phase 1 - Launch):

• ✅ 3 core products: Bath soak, soap, lip balm

• ✅ Scent options: Lavender (bath soak), unscented + lavender (soap), unscented (lip balm)

• ✅ Small-batch production: 10-15 units per product

• ✅ Basic packaging: Stock jars/tubes with custom labels

• ✅ Sales channel: Vendor markets (in-person)

• ✅ Testing: Family testing + 5 beta customers

• ✅ Regulatory: Health Canada compliant labeling

• ✅ Marketing: Instagram presence, basic product photography

Out of Scope (Phase 1):

• ❌ Body butter, bath bombs, facial serums

• ❌ Multiple scent variations per product (limiting to 1-2 max)

• ❌ Gift sets, subscription boxes, bulk/wholesale

• ❌ Custom formulations or personalized consultations

• ❌ E-commerce website (market sales only initially)

• ❌ Professional photoshoot (iPhone photography sufficient)

• ❌ Paid advertising (organic only)

Phase 2 Considerations (Post-Launch, Based on Data):

• Top-requested product from customer feedback

• Additional scent if clear demand (not preemptive)

• Website/e-commerce if market sales validate demand

• Improved packaging if revenue supports investment

Step 3: Implement Change Control Process

Even with a scope baseline, I knew I'd be tempted to add things. I needed a formal process to challenge my own impulses.

Change Control Rule:
Any new product idea, feature, or expansion goes on the "Phase 2 Backlog" automatically. To move it into Phase 1 (current scope), it must pass ALL three criteria:

1. Critical to Core Value Proposition?
   Does this directly solve the original problem (safe products for sensitive skin)?

2. Requested by Customers?
   Have multiple people explicitly asked for this, or am I predicting demand?

3. Can't Wait for Phase 2?
   If I launch without this, will the product fail to deliver value?

Example Applications:

This process saved me from adding at least 6 SKUs that would have delayed launch another 2-3 months.

The "Hell Yes or No" Product Filter

I borrowed a concept from entrepreneur Derek Sivers: "If it's not a hell yes, it's a no."

Applied to product decisions, I asked:

"Does this product solve my daughter's problem so directly that I can't imagine NOT making it?"

• Hell Yes → In scope

• Maybe / Interesting / Nice to Have → Out of scope

Examples:

The Power of "Hell Yes":
It forced me to confront whether I was adding products because they solved real problems or because I was avoiding the vulnerability of launching.

Cutting Ruthlessly: What I Removed

After implementing my scope management framework, I cut aggressively.

Products I Removed from Phase 1:

❌ Bath Bomb Variety Pack

• Why I wanted it: Fun, Instagram-worthy, popular in market

• Why I cut it: Not part of original problem (doesn't address sensitive skin differently than bath soak)

• What I learned: I was chasing trends, not solving problems

❌ Aromatherapy Roller Blends

• Why I wanted it: Interesting formulation challenge, potential for higher margins

• Why I cut it: Different use case (emotional wellness vs. skin care), requires different testing

• What I learned: Adjacent opportunities are distractions until core is validated

❌ Custom Scent Consultations

• Why I wanted it: Differentiation, premium positioning

• Why I cut it: Time-intensive, not scalable, delays launch for customization complexity

• What I learned: Scalability matters even in Phase 1

❌ Gift Basket Options

• Why I wanted it: Holiday revenue potential

• Why I cut it: Requires inventory management across multiple SKUs, complicates fulfillment

• What I learned: Complexity multiplies with combination offerings

Features I Removed from Phase 1:

❌ Multiple Scent Variations per Product

• Original plan: 3 scents × 3 products = 9 SKUs

• Revised plan: 1 scent per product + unscented option where critical = 4 SKUs

• Rationale: Can't learn which scents customers prefer until I validate base demand

❌ Premium Glass Packaging

• Original plan: Luxury amber glass jars with custom lids

• Revised plan: Clean stock jars with custom labels

• Rationale: Packaging doesn't impact formulation; can upgrade in Phase 2 once revenue supports it

❌ Professional Brand Photoshoot

• Original plan: $800 photographer, styled product shots

• Revised plan: iPhone photography with natural lighting

• Rationale: Good enough for market validation; invest in pro photos once demand proven

What I Kept (The Core):

✅ 3 Products: Bath soak, soap, lip balm
✅ Safety-Critical Variations: Unscented soap option (prevents excluding sensitive customers)
✅ Quality Standards: Organic ingredients, transparent labeling, family-tested
✅ Regulatory Compliance: Health Canada requirements
✅ Basic Brand Presence: Instagram, business cards, ingredient education

The Result:
I went from 15+ planned SKUs down to 4 SKUs. Launch timeline went from "TBD" to 6 weeks.

Launching Imperfect & Iterating Based on Data

The hardest part of scope management wasn't cutting products—it was accepting that I'd launch with an imperfect offering.

What "Imperfect" Looked Like:

• Labels weren't professionally designed (Canva templates, printed at home)

• Packaging was functional, not Instagram-worthy

• Product photography was iPhone shots against a white wall

• Only one scent option (customers might want variety)

• No website (just Instagram + in-person sales)

• No gift packaging (just individual products)

What I Feared:

• Customers would judge me for amateur presentation

• People would think I wasn't "serious" without a full product line

• Competitors with polished brands would make me look amateur

• I'd miss sales because I didn't have the perfect SKU mix

What Actually Happened:

Market #1 (First Launch - 3 Products, 4 SKUs):

Feedback:

• "I love that I can see all the ingredients—so transparent!"

• "Do you have an unscented version of the bath soak? My son reacts to lavender."

• "This lip balm is exactly what I need—I've tried everything else."

• "Your story is so genuine—I can tell you actually use these."

Sales: 18 units across 4 SKUs, 23 email list sign-ups, $285 revenue

Key Insight #1: Customers cared about authenticity and ingredient transparency, NOT polished packaging.

Key Insight #2: Unscented bath soak came up 4 times—clear demand signal.

Iteration #1 (Based on Market Feedback):

Added: Unscented bath soak (1 new SKU)
Result: Now have 5 SKUs total

Market #2 (One Month Later - 5 SKUs):

Feedback:

• "The bath soak is our favorite—we go through it so fast!"

• "Do you have a body lotion? Love the soap but need moisturizer too."

• "Have you thought about gift sets? This would be perfect for new moms."

Sales: 31 units, bath soak outsold soap 3:1, $470 revenue

Key Insight #3: Bath soak is the hero product—customers repurchase.

Key Insight #4: Body lotion request came up 6 times—validated Phase 2 addition.

Iteration #2 (Based on Repurchase Data):

Action: Increased bath soak production (20 units per batch vs. 10)
Action: Reduced soap production (10 units per batch vs. 15)
Rationale: Align inventory with actual demand, not assumed demand

Market #3 (Two Months Post-Launch - 5 SKUs):

Feedback:

• "I bought your products last time—they're amazing! Brought my sister today."

• "I've been telling all my mom friends about you."

• "When are you going to have a website? I want to order online."

Sales: 47 units (including 8 repeat customers), $655 revenue
Referrals: 3 new customers mentioned word-of-mouth

Key Insight #5: Repeat customers + referrals = product-market fit validation

Key Insight #6: I learned more in 3 markets (12 weeks) than I would have in 6 months of planning.**

The MVP Funnel vs. The Scope Creep Spiral

Here's the visual contrast between the path I almost took and the path that actually worked:

VISUAL: The Two Paths

The Difference:

• Path A: Analysis paralysis, perfectionism, zero customer interaction, no revenue, high burnout risk

• Path B: Rapid iteration, customer-driven decisions, validated demand, sustainable pace

Scope Management Tools That Saved Me

Tool #1: Product Roadmap (Now / Next / Later)

I created a simple visual roadmap to triage ideas:

NOW (Phase 1 - Current Focus):

• ✅ Bath soak (lavender + unscented)

• ✅ Soap (lavender + unscented)

• ✅ Lip balm (unscented)

• ✅ Vendor market sales

• ✅ Instagram presence

NEXT (Phase 2 - After Launch Validation):

• 🔄 Body lotion (most-requested item from markets)

• 🔄 Website + e-commerce (when demand justifies)

• 🔄 Improved packaging (reinvest revenue)

• 🔄 One additional scent option if clear demand

LATER (Phase 3 - Future Possibilities):

• 💡 Bath bombs (if different from bath soak value)

• 💡 Gift sets (once multiple SKUs established)

• 💡 Subscription box (if repeat purchase rate high)

• 💡 Wholesale partnerships (after retail validation)

The Power of This Framework: When I had a new idea, I'd ask: "Is this Now, Next, or Later?" If it wasn't "Now," it went on the appropriate list and I moved on. No deliberation, no second-guessing.

Tool #2: MoSCoW Prioritization

For every feature or product attribute, I categorized:

MUST HAVE (Non-Negotiable):

• Safe, hypoallergenic ingredients

• Transparent ingredient lists (INCI format)

• Health Canada regulatory compliance

• Family-tested before market

• Clear usage instructions

SHOULD HAVE (Important but Not Launch-Blocking):

• Attractive packaging

• Multiple scent options

• Professional photography

• Brand storytelling

COULD HAVE (Nice to Have):

• Gift packaging

• Seasonal variations

• Custom formulations

• Loyalty program

WON'T HAVE (Explicitly Out of Scope):

• Synthetic ingredients

• Medical claims

• Untested formulations

• Products outside core category (e.g., supplements, apparel)

Application Example:

When I considered whether to delay launch to get professional packaging designed:

Question: Is professional packaging a Must Have, Should Have, Could Have, or Won't Have?
Answer: Should Have (nice but not required to deliver value)
Decision: Use adequate packaging for Phase 1, upgrade in Phase 2 with revenue

Tool #3: Pre-Mortem Analysis

Before finalizing my MVP scope, I ran a "pre-mortem" exercise:

Exercise: Imagine it's 12 months from now and I still haven't launched. What killed the project?

Responses:

1. "I kept adding products because I was afraid 3 wasn't enough"

2. "I waited for perfect packaging/branding/photography"

3. "I convinced myself I needed more certifications/skills first"

4. "I got overwhelmed by operational complexity (too many SKUs, inventory management)"

5. "I burned out trying to do everything while working full-time"

Insight: Every failure scenario involved scope expansion or perfectionism, not insufficient scope.

Decision: If expansion is the likely failure mode, the antidote is ruthless scope reduction and imperfect launch.

Lessons Learned: What I'd Tell My Past Self

1. Your First Version Is Not Your Final Version

I treated Phase 1 like it needed to be the definitive product line. It doesn't. It's a hypothesis test.

Better Mindset: "This is Version 0.1—a learning prototype I'm willing to sell."

2. Customers Don't Want Options; They Want Solutions

I thought offering 15 SKUs would attract more customers. The opposite happened—decision paralysis.

Better Approach: Solve one problem exceptionally well. Expand only when customers explicitly request it.

3. Every Addition Has a Hidden Cost

Each new SKU adds:

• Formulation time

• Testing time

• Inventory management complexity

• Production time

• Packaging variations

• Marketing messaging

• Customer education

Rule of Thumb: One SKU doesn't cost 1x effort—it costs 1.5-2x due to compounding complexity.

4. "Good Enough" Is a Strategic Choice, Not a Failure

As a Lean Six Sigma Black Belt, I'm trained to pursue excellence. But in entrepreneurship, excellence is iterative.

Reframe: "Good enough to launch" isn't settling—it's strategic speed.

5. Data Beats Assumptions Every Time

I assumed customers wanted:

• Multiple scent options (they wanted 1-2 max)

• Premium packaging (they cared about ingredients)

• Full product line (they wanted 2-3 hero products)

Lesson: I couldn't know what customers wanted until I asked them—and the only way to ask was to launch.

6. Scope Discipline Is Self-Compassion

Cutting scope felt like I was "giving up" or "being lazy." In reality, it was protecting my capacity.

Reframe: Scope reduction isn't lowering standards—it's respecting constraints and enabling sustainability.

The Scope Creep Warning Signs

If you're managing a project (corporate or personal), watch for these red flags:

🚩 Warning Sign #1: Timeline Keeps Slipping

• Symptom: "I just need one more month to add X"

• Root Cause: Scope is expanding faster than progress

• Fix: Freeze scope, set hard deadline, cut anything blocking launch

🚩 Warning Sign #2: You Can't Explain the Project in One Sentence

• Symptom: Your elevator pitch is three paragraphs long

• Root Cause: Unclear core value proposition, too many features

• Fix: "I make [X product] for [Y customer] to solve [Z problem]"—anything beyond this is scope creep

🚩 Warning Sign #3: You're Working More But Making Less Progress

• Symptom: Busy all the time but milestones aren't closing

• Root Cause: Diffused effort across too many initiatives

• Fix: Cut 50% of activities, focus on critical path only

🚩 Warning Sign #4: You're Afraid to Show Anyone Your Work

• Symptom: "It's not ready yet" becomes your default response

• Root Cause: Perfectionism disguised as quality standards

• Fix: Share "in-progress" work with one trusted person, get feedback

🚩 Warning Sign #5: Your "Phase 2" List Is Longer Than Your "Phase 1" List

• Symptom: More ideas than execution capacity

• Root Cause: Ideation outpacing delivery

• Fix: Moratorium on new ideas until Phase 1 ships

Reflection Questions for Project Managers

As you think about scope management in your projects:

1. What are you waiting to be "perfect" before you launch/deliver? (And is perfection required, or is it fear disguised as quality standards?)

2. If you had to launch today with 50% of your planned scope, what would you keep? (That's probably your actual MVP.)

3. What would you learn from launching now that you can't learn from more planning? (Customer feedback > internal assumptions.)

4. What are you adding to scope out of fear? (Fear of rejection, fear of inadequacy, fear of judgment?)

5. If scope expansion continues at this rate, when will you actually launch? (Do the math—it's sobering.)

6. What's the smallest version of this project that would still deliver value? (Start there. Expand only with evidence.)

Conclusion: Done Beats Perfect

Scope creep almost killed my product launch. Not because I lacked discipline or planning skills—I'm a PMP and LSSBB, after all. It almost killed my launch because I was using scope expansion as emotional protection.

Every additional SKU was insurance against rejection. Every delayed deadline was another buffer before vulnerability. Every "just one more" was evidence that I cared about quality—but really, it was evidence that I was afraid.

The moment I recognized this pattern, I could break it. I cut ruthlessly, launched imperfectly, and learned more in three markets than I would have in a year of planning.

For PMPs managing projects—corporate or personal—here's my encouragement:

Scope discipline isn't about lowering standards. It's about respecting constraints and enabling delivery.

Define your MVP. Cut ruthlessly. Launch imperfectly. Iterate based on data.

Because the world doesn't need another perfect plan. It needs your imperfect execution.

Appendix: Scope Management Checklist

For readers building their own projects, here's the checklist I wish I'd had:

Pre-Launch Scope Management Checklist

☐ Step 1: Define Core Problem

• What specific problem am I solving?

• For whom am I solving it?

• How will I know if I've solved it?

☐ Step 2: Define MVP

• What's the minimum product/feature set that solves the core problem?

• What would I cut if I had to launch tomorrow?

• What can I learn only by launching (not by planning)?

☐ Step 3: Document Scope Baseline

• In Scope: List specific deliverables

• Out of Scope: List specific exclusions

• Phase 2 Backlog: List deferred ideas

☐ Step 4: Create Change Control Process

• Define criteria for adding to current scope

• Create "Phase 2 Backlog" repository

• Commit to "Hell Yes or No" filter

☐ Step 5: Set Hard Deadline

• Choose launch date (not "when it's ready")

• Work backward to define milestones

• Accept that perfection won't happen by launch—and that's okay

☐ Step 6: Pre-Mortem Analysis

• Imagine project fails to launch—what killed it?

• Identify scope creep risks

• Build mitigation into plan (scope freeze dates, accountability partner)

☐ Step 7: Launch Imperfect

• Accept "good enough" as strategic choice

• Collect customer feedback immediately

• Iterate based on data, not assumptions

Final Thought: The Cost of Perfectionism

Every month I delayed launch:

• $0 revenue

• 0 customer relationships

• 0 data on what actually mattered

• 0 validation of market demand

• Increasing risk of burnout and abandonment

Every week after I launched:

• Revenue

• Customer conversations

• Data-driven insights

• Proof of concept

• Momentum and motivation

The math is simple: Imperfect execution compounds. Perfect planning doesn't.

About the Author:

Sabrina Gallimore, PMP, LSSBB, ACC, is a Director of Operational Process Transformation with 15+ years leading enterprise change initiatives across transportation, logistics, and real estate sectors. She holds Project Management Professional (PMP), Lean Six Sigma Black Belt, and ICF Associate Certified Coach (ACC) credentials. When she's not managing corporate transformations, she applies the same PM rigor to entrepreneurial ventures and family wellness projects. This blog reflects her journey bridging corporate expertise with personal mission—and learning when to let go of perfection.