by Nigel Holmes

Created on: January 02, 2009

Many projects are destined to fail before they even get underway, simply because the various stakeholders have different ideas about what the project is supposed to achieve. This happens when the project description can be interpreted in different ways. The purpose of the scope statement is to eliminate ambiguity, so ensuring everyone has a common understanding of what the project will deliver.

The Project Management Institute (PMI) sets out a process for Project Scope Management in the Project Management Body of Knowledge, (PMBoK). This is essential reading for professional project managers but does little to help someone just assigned their first project management role. This article is intended to help the novice by describing both the content and creation of a project scope statement.

The project sponsor often provides a preliminary statement of project scope along with the Charter. This sets out what the project is to achieve and the general approach to be taken. The project manager expands this by describing the work needed to deliver a product or result with the required features and functions. Notice that the project scope statement is much more than a description of the end result of the project. It also describes how that result will be realized as well as spelling out what is not part of the project. Failure to document exclusions is a significant cause of customer disappointment.

Some organizations like to use checklists or templates to ensure the completeness of the scope statement. While this can be helpful, it's important the project manager understands that it's the process of scope creation that really matters. In other words, step back and think about how the project will be approached before launching in to the actual project work. On a small project the manager might develop the detail single-handedly, but involving the team helps generate more ideas and ensures a high level of commitment to the proposed approach.

A good start point is to identify the stakeholders and document their needs, wants and expectations. Taking a formal approach helps to "flush out" those unspoken assumptions on which so many projects founder and yields a clear view of what is to be delivered. However, this will not tell you how those deliverables are to be achieved.

This is done by using brainstorming or similar techniques to generate alternative approaches. Don't assume that the obvious solution is the best way to meet stakeholder expectations: stay open to novel ideas

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