Keep the ducks in a row – scope management
If you’re not a project manager, you are probably unaware of scope management.
I was wrapping up phase one of a complicated infrastructure project. We were installing a large Storage Area Network (SAN) to handle all the U.S. and Canadian Training Centers – 10 locations if I remember correctly – with around 75 training rooms. I was feeling good that we were almost done, and I was planning the close-out of this phase. When I got back to my desk, I mentioned to my co-worker over the wall that we were almost done. Her response? “You’re not even close. You haven’t done the international centers yet!”
Scope definition
This is where I went into my patient explanation of scope. For the uninitiated, scope is the boundary around your project. It’s the details about what the project is delivering and how. The PMI definition is, “The process of developing a detailed description of the project and product.” Project Management Institute. A Guide to the Project Management Book of Knowledge (PMBOK Guide), Fifth Edition, 2013, pg. 537.
It’s important to define scope thoroughly and precisely to avoid questions and concerns as the project moves along.
Approved by management
It seems inevitable that someone is unhappy about the scope of your project. There might be agreement on the boundaries, but someone is probably lobbying to change them right now. It’s important to understand the definition of your project scope because you can’t defend what you haven’t defined. 
Your project scope is part of your project plan. The definition should be clear to your team and your customer. If there is any question whether a certain task or deliverable is within scope, it should be easily answered by your scope statement. When your plan is approved by your sponsor, then your scope is set.
Change requests are inevitable
Requests to change the scope seem inevitable. Sometimes these make sense – this one additional fix can be done without endangering the original deliverable in quality or schedule. Many times, these requests sound benign but are actually time bombs in disguise.
Scope change requests
Thoroughly vet each change request. Develop a process. In my projects, the process included initially vetting scope change requests through the team at a team meeting. If there was agreement that this should be considered, then it would be assigned to the appropriate person for further investigation. Notice that change doesn’t happen in a few hours. The request should stand up to a few hours of investigation, questions, and potential impact on the project deliverables, budget, schedule, and quality. Then make a decision and prepare to defend it.
If a change was approved, it was detailed in the scope change document and signed off by the senior manager.
Keep management informed
Keep management informed about the scope management and evaluation process. If they suggest something that is just not a good fit, let them know and provide a suggestion as to how they could get that result in another way. Scope definition and management is a skill that is learned over time.
Are you ready to write a Project Scope statement? This post can help.
How do you manage scope? Let us know in the comments below.
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