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Gina, a graphic designer, needed a portfolio website and opted for Troy, a friend’s cousin. He had the coding chops, but not a lot of project management experience.
They agreed on a fixed price for the project, and Tony began work. But after two weeks, they parted ways, less than amicably. The reasons?
Gina was unhappy with the final product, while Troy was unhappy that she wanted him to redo everything based on a new set of requirements but no additional compensation.
You can pin the blame on either Gina or Troy, but one thing’s clear here: Scope management could have steered the story’s ending in a more agreeable direction.
Before we dive into a definition of what scope management is, let’s first define what project scope is.
In project management, scope is the total amount of work required to complete the project’s deliverables. It lays out the features and functions each deliverable must possess upon delivery, as well as the resources -- manpower, tools, equipment, time, etc. -- necessary to achieve those deliverables.
Thorough requirements gathering is the first step to nailing the project’s scope.
Prior to starting a project, stakeholders must agree on a written scope of work that identifies:
The scope of work not only serves as a guide for the project team throughout the project but communicates what has been agreed upon in terms of scope.
Scope management refers to the techniques, tools, and activities the project team implements so the project delivers as promised but doesn’t fall victim to scope creep. Managing and controlling the scope, especially since project requirements can change throughout the life of the project, ensures sufficient resources are available to allocate to the project at any given time.
Common scope management activities include:
Aside from staying on schedule and keeping the budget under control, proactively managing the project’s scope presents a host of benefits.
Managing stakeholder expectations is no walk in the park. But a well-defined project scope that’s easy to visualize and understand prevents problematic situations that can hurt your project, such as:
The project’s scope defines, explicitly, the features and functions the project’s deliverables must possess at the end of the project and the required tasks and activities to meet those specifications.
Anything a client (or other stakeholder) wants added or removed from the list of agreed-upon deliverable attributes should undergo a procedure called change request. In the absence of a formal change request process, any addition or alteration to the project’s deliverables is out of scope, which, when left unchecked, can lead to scope creep.
Knowing exactly what the work entails gives you a clear idea of the skill sets you need to satisfactorily complete the job, the number of people to add to the project, the type of hardware and software resources necessary, etc.
For example, if you know 500 pages of content is expected at the end of a two-week project and you only have five people available to work when you need at least 10, then you can hire more people to stay on schedule. If that’s not an option, you may request the project deadline be extended.
Although products and projects are largely intertwined, there’s a difference between product scope and project scope.
In a construction project, for example, your product scope and project scope may look something like this:
To successfully manage the project’s scope, keep specific tasks, processes, and best practices in mind.
A scope management plan, typically a component of the project management plan, states how the project’s scope will be defined, tracked, and controlled throughout the life of the project. It typically contains the following information:
Requirements gathering is a crucial activity in project management. It provides an understanding of what the project and its stakeholders expect from the project. Skipping this process -- or not giving it the time and attention it deserves -- can often result in project failure. Case in point, our hypothetical example above. (Troy started work on the project without ascertaining what Gina really wanted.)
Applicable project management techniques for collecting requirements include:
Once you’ve gathered the project’s requirements, you’re ready to define the outcomes and deliverables of the project, including the work to be done to produce them according to plan.
The work breakdown structure, as its name suggests, breaks the total project work down into more manageable pieces, which are easier to assign, manage, monitor, and control. The WBS also allows project managers to come up with realistic project timelines.
This is the point in the scope management process in which stakeholders verify and validate the project scope and then sign off on the scope management plan.
The last thing you want is project creep where you go over budget, or miss milestones and deadlines, so it’s important to keep track of the project’s scope, monitor the change request process, and continuously measure actual performance against scope baselines.
Scope is one of the elements of the project management triangle, more popularly known as the triple constraint. Failure to clearly define and manage your project’s scope will likely result in your team failing to keep a tight leash on the project’s schedule and budget as well.
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