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When a client asks for something beyond the agreed work, record the request, check it against your written scope, estimate its effects, and agree on what happens next before you proceed. A lightweight change log makes that conversation easier to track; it does not mean every small adjustment needs a formal contract amendment.

Start with the agreement, not the latest request

Your written scope is the baseline for deciding whether a new request is already included or changes the work. Keep the relevant agreement or statement of work easy to find, with deliverables, assumptions, limits, and acceptance expectations clear. Project Management Institute (PMI) guidance describes a written baseline as the starting point for tracking changes: PMI: Controlling scope creep and PMI: Scope creep—not necessarily a bad thing.

Agree with the client in advance on how work outside that baseline will be raised, evaluated, accepted, and carried out. That shared process helps prevent a casual request from being mistaken for an agreed change. PMI advises agreeing on both scope and procedures with the customer; it also cautions against doing unapproved work as a “freebie.” That is practical advice, not a claim that every extra request is harmful.

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Use a simple change log to keep requests visible

A spreadsheet can work as a central tracker; the Victorian Government’s project guidance explicitly identifies one as a suitable option. The log need not be complicated. Its purpose is to keep the request, its assessment, and the decision together rather than scattered across messages.

  • Date and requester: Note when the request arrived and who made it.
  • Request and deliverable: Describe what is wanted and which agreed item it relates to.
  • Scope check: Record whether it appears covered by the agreement or changes the agreed work, and what needs clarification.
  • Impact and options: Capture the likely effects and the alternatives discussed.
  • Status and decision: Track whether it is under review, accepted, declined, deferred, or being negotiated, along with the agreed next step.

These are practical fields to make the record useful, not a mandatory template prescribed by the guidance. For a small project, one row per request may be enough. See the Victorian Government guidance on managing project scope and change.

Check whether the request is actually outside scope

Compare the request with the written baseline before calling it extra. Ask what the agreement says about the relevant deliverable and whether the client is asking for a refinement already included or for a change to the agreed work. The distinction matters: Victorian Government guidance notes that some refinements do not warrant a change request. If the wording is ambiguous, clarify the intended outcome with the client before estimating or committing.

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Estimate the impact before offering a decision

Price is only one part of the impact. Microsoft’s guidance recommends considering effects on schedule, budget, resources, quality, risk, project goals, and success criteria when reviewing a proposed change. Translate those considerations into practical consequences for this project: for example, whether the extra work would move a delivery date, displace another item, require input from someone else, or affect an agreed quality target. Microsoft: Best practices for managing project scope in Project Online.

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Once you understand the trade-offs, give the client clear options rather than an unexplained yes or no. Depending on the agreement and the project, those options might be to replace a planned item, approve additional work and time, or defer the request to a later phase. Present them neutrally and state what each option would change.

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Record the decision and update the project record

Document whether the request is accepted, declined, deferred, or still under negotiation, along with the resulting agreement. If the client approves a change, update the relevant project records and communicate the new baseline so both sides are working from the same plan. Microsoft recommends documenting the change decision; PMI guidance says approved change documents should update and be communicated as part of the baseline.

When a request changes the agreed terms, get clear written agreement before doing the changed work. The appropriate formality depends on the existing agreement, project size, and working relationship; a small adjustment does not automatically require a formal contract amendment. The important point is that the decision and its effects are clear to both parties.

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Keep the process proportionate

Change control should clarify decisions, not create paperwork for its own sake. Microsoft notes that the appropriate level of formality varies by project and that a process can become red tape when it adds no value. A short spreadsheet and a written confirmation may suit a small freelance engagement; a larger or riskier project may need more structured review. Use enough process to keep scope, impact, and approval unambiguous.

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The change log habit is not a promise of a particular number of hours saved. Its practical value is that you can see what was requested, how it relates to the agreement, what trade-offs were discussed, and what the client decided—before unapproved work quietly becomes part of the plan.

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