Scoping the Project #
The Goal: “Clarify a shared and measurable set of expectations.”
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 29-37). BenBella Books. Kindle Edition.
i.e.: What are we doing & what do we need to do to get the job done?
If we don’t have our tools (task list or calendar), we’ll be going in circles and lose focus on our goals. We could be second guessing ourselves, losing sight of what we need to do, or even forgetting about items required for a task.
According to PMBOK, the “scope” of a project is “the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.”1
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 37-38). BenBella Books. Kindle Edition.
Sensitivity to Initial Conditions #
Page 38
Scoping may be the most important step for a PM; understanding what you need to do to get tasks completed. Sensitivity to Initial Conditions. Any type of misunderstanding with scope could cause disaterous results.
The number 1 reason for failed projects; “unrealistic expectations based on insufficient data & information.”2
Value must be clear & unquestionable to shareholders!
Step 1: Learn about everyone’s aspects about the project; Effective Scoping:
- Identify Key Stakeholders
- Interview Key Stakeholders
- Document the Project Scope
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 39). BenBella Books. Kindle Edition.
Identify Key Stakeholders #
Stakeholder: Someone who “holds” a stake in the project; this could be anyone who could politely/negatively impact the project. Individuals that play devil’s advocate (negative energy) can help provide insight.
Identify All Stakeholders #
We first want to identify our key stakeholders & skillfully interview them; understand the value they expect from the project. We will also want to make sure we cast a wide net!
Once all Stakeholder have been identified; we can classify them accordingly:
- Categories: Deciders, Customers, Thinkers, Creators, Advocates, Opponens.
- Departments: Sales, Marketing, Finance, Administratiors, Customer Service, Manufacturing, Legal, Product Development/Research, etc.
Identify Key Stakeholders #
Once we identified all stakeholders; we want to find the stakeholders that:
- Determine Success/Failure of Project
- “Decision Makers”
- Customers (Internal & External)
- “Need” the Project or have “Energy” around the Project.
- Remove Roadblock & Exert Influence
- Consist of Clients, Refulators, Legal Advisors, Political Figures, Comm. Members, Activists, Critics, Skeptics, Consultants, Experts, Believers, & Disbelievers
We can further dive in to idenify the Key Stakeholders through the Key Stakeholder DANCE Table:
| Acronym | Definition |
|---|---|
| Decisions | Make Decisions that Control/Influence the Project. |
| Authority | Grant Permission to Proceed/Stop the Project. |
| Need | Directly Benefit from or are affected by the Project. |
| Connections | Are Connected to the Required People, Money, &/or Resources. |
| Energy | Have Positive/Negative Energy that could affect the Project. |
Below is an example of Key Stakeholders in a mindmap:
mindmap
root((Key Stakeholders))
Events
Owner
Research
VP
CTO
HR
VP
CTO
Marketing
VP
CTO
Executives
VP
CTO
The Project must be valuable & relevant to key stakeholders.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 40). BenBella Books. Kindle Edition.
Interview Key Stakeholders #
We have now identified all of the key stakeholders, we can now begin the process of interviewing the stakeholders. The first step will be “frontloading”, getting as much input from the key stakeholders we identified.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 45). BenBella Books. Kindle Edition.
Tips for making useful contacts with key stakeholders:
- Introduce yourself & your role.
- Reach out to their preferred contacts such as assistants/delegates.
- “Hook” them with “WIIFM”.
- What’s in it for me?
- Briefly explain the need & why.
- Follow-up!
- Balance courage with consideration to meet needs.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 46-47). BenBella Books. Kindle Edition.
Project Scope Statement #
Project Scope Statement: Defines the main elements of the project, “the work performed to deliver a product, service, or result with the features & functions.” 3
Project Name #
| Project Purpose | Feedback Loops |
|---|---|
| Why are we doing this project? | Who needs to provide feedback? When & How? |
| Description | People Resources |
|---|---|
| How would you describe this project? | Who are the Key Team Members? |
| Desired Results | Priorities |
|---|---|
| What specific outcomes must we achieve to be successful? | How would you prioritize the following constraints: Time (When is the Project Due?), Quality (What does done look like & how will we know?), & Budget. |
| Exclusions | Acceptance Criteria |
|---|---|
| What is outside of the Project’s Scope & should not be included? | Who needs to signoff on the project & when? |
How to Ask Questions #
There is a way to ask questions that would help get the full picture; this would involve General Questions -> Detailed Questions -> Closed Questions, below is an example of how that would look:
block-beta
columns 1
id1(["Open: General Information"])
down1<[" "]>(down)
id2(["Detailed: Specific Information"])
down2<[" "]>(down)
id3(["Closed: Yes/No"])
Group Interviews #
Sometimes we may need to interview a group instead of stakeholders individuals, we might not be able to meet with stakeholders individually. Here are some tips:
- Apply Synergy together as a group.
- Synergy: Group Input, including but not limited to everyone building upon each other’s POV or ideas.
- Set a strict time limit.
- Set Ground rules.
- No blabbering, get straight to the point.
- Avoid arguing! Ask Questions!
- Record meeting and distributes notes afterwards.
References #
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 48-60). BenBella Books. Kindle Edition.