With document imaging it is easy to get caught in this problem because it is one of the few times that IT and management discuss strategies on how to increase office productivity. It is at these strategy meetings that "wish lists" are communicated to IT.
Although it may be true, that if you have enough time and money, all the items on the wish list can be incorporated into a solution, it can take a project and send it spiraling into unfathomable depths. The end result is that nothing gets completed and management quickly points a finger at IT because the project had become their responsibility to complete, on time and on budget.
It is better to take baby steps and roll out a project over phases. For example, phase 1 might be to roll out your document imaging system and restrict its use to a single department before you expand it throughout the entire organization. This way you will get support from a department telling others how easy it is to use.
If your document imaging project has expanded to include workflow, you are better off rolling them out as two separate projects. You want the office personnel to embrace one technology before they are introduced to a second technology
Keep the feature list in check by putting a price tag on every change. A user request or a managers request fro a critical element may become less critical when it is determined the associated change would burn $256,000.
In his book, "Building the Real-Time Enterprise: An Executive Briefing", author Michael Hugos states: "The key to success is breaking big projects into smaller, self-contained pieces that can be put into production within three to nine months."