| Writing a succinct and accurate Project Scope | | | | To stop you getting into that position there are 5 |
| Statement is one of the hardest tasks in initiating a | | | | steps you should follow. These are: |
| Project. It may not seem so at the time. In fact at | | | | |
| first glance it appears to be simplicity itself. However | | | | 1. Insist on proper Business Stakeholder input |
| beware. Get this section wrong in the Project | | | | from Day 1. Yes they will kick and scream but if the |
| Initiation Document and you will be well on the way | | | | project doesn’t deliver it’s your reputation |
| to the dreaded Project Failure. | | | | on the line. |
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| So why is this section so problematic? After all it just | | | | 2. Ask the Business Stakeholders to tell you |
| consists of three sections in which the Project | | | | what they think the Project is delivering. Do this |
| Manager defines the scope of the Project. These | | | | individually as it will make it clear where the |
| are; Proposed Solution, In Scope and Out of Scope. | | | | differences of opinion are. |
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| Now many Project Managers think that the vaguer | | | | 3. Once you have the high level information, |
| this section is the better. After all at the initiation | | | | move down into the detail of the deliverables. At this |
| stage it is usually still unclear what the project is able | | | | stage get the input of the Business Analysts and |
| to deliver, because Business Requirements | | | | Development Teams so you can quickly clarify what |
| haven’t been documented yet. But the problem | | | | is achievable in the timeframe. |
| is that by doing this you are simply storing up | | | | |
| numerous problems for the future. | | | | 4. Remember that what is Out of Scope for |
| | | | | the project is possibly even more important than |
| For example, well meaning Business Stakeholders | | | | what is In Scope. So don’t overlook it. |
| have a knack for changing their minds once the | | | | |
| project initiates. By that I mean they keep | | | | 5. When you have completed writing the |
| demanding you deliver more functionality, but of | | | | Project Scope Statement, remember to pass it by |
| course for the same budget and to the same | | | | the Business Stakeholders first, for their comments |
| timeframe. Unfortunately since the scope of the | | | | and feedback. Once you have their buy in, your |
| Project within the Project Initiation Document is | | | | project stands a good chance of delivering. |
| vague, it’s virtually impossible for the Project | | | | |
| Manager to insist that deliverables for the project | | | | Of course there is much, much more, but at a high |
| have changed. It then becomes an uphill battle to | | | | level following these steps will give you a chance of |
| fight against the constant scope creep. | | | | not falling at the first obstacle in the project lifecycle. |
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