Scope.  

Is it mouth wash?  A device or organization?  

PMBOK defines scope as the sum of the products and services to be provided as a project.  A Project is a temporary endeavor undertaken to create a unique product, service, or result.  Project scope is the work that must be done to deliver a product with the specified features and functions.  Product scope is the features and functions that characterize a product or service.  Per Wikipedia… (my new definition tool)… Scope in the terms of project management, is the sum of all projects, products and their features. Including limitations and inclusions of expectations, responsibilities, and objectives of a project or project plan.   

It is easy to understand with all of these definitions, that many Team Members, Customers and Executives would be confused on the difference between project and product scope.  In addition, our Customers strive to get as much included in their product scope as possible, ever increasing the project scope.  Additionally, they will keep asking until you say otherwise. 

Many Project Managers feel that telling their Customer “no” is a bad thing when it comes to managing scope.  However, what the Project Manager needs to understand is that it’s not their job to say “no”.  It is the Project Manager’s job to assist and educate the Customer in making good decisions on when to change scope and acquiring formal approval. 

Many Project Managers like to reference the Project Triangle when educating others on this concept. If you adjust any one side of the triangle, the other two sides are affected.

However, I am trying to promote a new concept to this because “scope” means so much more.  I call it the Project Square.  The same concept applies: if you adjust any one side, the other sides must adjust.  

I place more emphasis on proJect and proDuct scope because I have seen so many Project Managers struggle with managing both types of scope. 

What is expected from “The Word”? 

Scope Management.  So many projects can attribute project mishaps to not managing and controlling the scope.  A Project Manager has to watch out for this from all directions.  Scope creep can come from everywhere: from Executive Management who wants to bring in a timeline; from the Customer who wants to add enhancements; and from current team members who have a habit of “not saying no” when the Customer talks to them directly or even gold plating. 

Do you have the right mind-set? 

If you are not currently practicing good scope management practices, try tweaking your approach a little until you are comfortable with how scope is managed on your project.  A few tweaks will go a long way to improving the success of your project and your Customer’s satisfaction.  You might be surprised.  Below are some ideas: 

1. Create a Scope Management Plan.  Follow your Scope Management Plan.
2. Formalize each change with a documented Change Request and gain Customer approval. Ensure you report all Change Requests in a status report to the Customer and your Management even if it is a zero $ change.
3. Informally gain approval via e-mail and document changes by listing them on a status report.

There are many other possible solutions; you just have to do what works best for your environment.  Don’t wait till your budget runs out and realize that you should have managed the scope better so you could finish your project.  

And that’s “The Word”.