Project management alone can be a daunting task, but when you add project scope management to the mix… Well, let’s just say things can easily get crazy. It seems simple on the surface, right? Just know what needs to be done and when.
But it’s not that simple.
“Scope” is a massive concept that has a lot of moving parts. As you start to narrow in on the project itself and begin to define exactly what you’re going to do, more questions come up, and eventually, it just becomes so time-consuming that you don’t know where to begin.
That’s why we are going to bring this all the way back down to basics. We will explain project scope and how it impacts project management. Also, we will give you the tools to create your own scope management plan and teach you how to avoid scope creep.
What is the Definition of Scope in Project Management?
The term “scope” refers to the project’s main objectives. It covers all aspects of the project, from start to finish, and includes all of the tasks and goals that need to be accomplished. That is a lot of things.
In project management, scope represents everything it takes to get the job done, including risk management, resource management, project quality management, and more.
When you look at it like that, it’s not hard to understand why “scope” is handled with such care. It’s massive, and balancing it can be tricky because there are a lot of individual tasks and responsibilities under that one word.
Regarding project management, the term “project scope” includes the complete set of products, services, and results required to complete a project.
In order to ensure that all of the project requirements are met and that the project is completed on time and within budget, it is essential to have a well-defined and well-managed project scope. Without it, things will never be on time, up to standard, or within the budget.
Okay, then. What is Project Scope Management?
Project scope management is a critical component of project management, almost like a skeleton. It is the process of identifying and controlling the work that needs to be done in order to complete the project successfully, this includes
- Objectives of all relevant stakeholders
- Tasks and who will complete them
- Output and the quality standard of that output
- Potential risks and how they’ll be handled
That is a tremendous amount of planning, we know. But as any seasoned project manager will tell you, it’s extremely necessary.
When project scope management is successful, everyone’s a little happier. First off, you’ll be able to stand by your scope—all the way to the end. This also means that you’ll be able to avoid scope creep, which is a big problem in this industry.
One of the best parts of project scope management is having the ability to decide what you do and do not need well in advance. Knowing details like that can be great for getting buy-in from stakeholders and team members because you’ll be able to accurately communicate the project’s future.
So, to give you the best possible outcome here. Let’s talk about how to create a scope management plan.
Steps For Creating a Project Management Scope Plan
You can only climb a mountain one step at a time; that is how we approach a scope plan. If you follow the path and work to be thorough, things will go pretty well. If you were to boil it down to bullet points, the steps to create a project management plan include
- Planning
- Requirement Management
- Defining Your Scope
- Creating a Work Breakdown Structure (WBS)
- Validation
- Controlling the Scope
You’ll find in-depth breakdowns and explanations of each step below.
1. Planning
Collaboration is going to be integral to getting all of this right. So, start by sitting down with all relevant stakeholders and create a general end goal. Look at how you’ll handle as many unforeseen circumstances as you can think of, which looks like
- What unfortunate event could happen
- What the event could impact
- How you’ll respond
- How deliverables are accepted
- How quality is determined
At this point, you don’t need to go crazy. This step is all about producing a general roadmap for the project managers, any other managers involved, the stakeholders, and the team.
2. Requirements Management
You could also call this section managing expectations versus reality. After you’ve wrapped up the planning phase and you’ve walked away with something resembling a plan, you’ll need to decide how you are going to go about getting there.
As the project manager, you are answering to a lot of different people with a lot of different interests. You’ll need to have some kind of understanding of how exactly you’ll navigate keeping people updated, accountable, etc.
So, ask yourself
- How will people be notified in the event something goes wrong? Or when something goes right?
- How often are check-ins needed? How should they be performed (call, email, meeting, etc.)?
- Which clients, stakeholders, or team members need what information?
- How will you establish rapport and trust with stakeholders?
Communication management is a huge part of this step. Here you are laying down the groundwork for every interaction you will have with every relevant party as the project goes on. To help with this, you should check out our post on creating a communications management plan.
3. Define Your Project Scope
The next step in creating a project scope management plan is to develop the scope statement. A scope statement is a high-level description of the project, the objectives, the deliverables, and the milestones. It should also identify who is responsible for each task and who will be doing the work.
This step requires you to look at the original plan you created with the stakeholders with a microscope. It will have to be approved, and once that happens, you’ll move on to creating your WBS or work breakdown structure.
4. Work Breakdown Structure (WBS)
Once the project scope statement is approved, it is time to create the work breakdown structure, which is exactly what it sounds like. You must break down the entire project into individual tasks to create the most precise WBS. For example, to build a house, you’ll need a foundation. But before you put that in the ground, you need to have groundwork, plumbing, and electrical in place. And before that, you must have permits, plans, and much more.
But that is the benefit of a WBS. It keeps you privy to the exact order of things. Think of it like a massive to-do list with each bullet point assigned to a specific person or team. The more detailed it is, the better. (You’ll see why in a minute.)
After completing the approval process, your WBS becomes the basis for creating the project schedule. The schedule identifies when each task must be completed in order to keep the project on track. This can make it easier for you and the management team to
- Estimate costs
- Set deadlines
- Track progress
- Avoid scope creep (we define this below)
Top-Down vs. Bottom-Up
There are a few different ways to develop a work breakdown structure. One common method is called the top-down approach. This involves starting with the project’s overall goal and then breaking it down into smaller steps, which is the one we refer to above.
Another common method is the bottom-up approach. This means starting with the individual tasks that need to be completed and then grouping them into larger categories. In construction project management, this might look like identifying each task that must be completed before the ground is broken.
Which approach you use will depend on the nature of the project and your personal preferences. However, both methods can be effective in planning and managing a project.
Uses of a Work Breakdown Structure
The WBS is a very helpful tool for trying to define and organize the work for a project. Generally, these are visually represented with a hierarchical tree, with the project’s overall objectives at the top level and progressively more detailed objectives at lower levels.
Developing a WBS is an important part of scope management and can help ensure that the project is completed on time and within budget.
Speaking of which, another great use of a WBS is developing a budget for the project. Being able to estimate this prior to work commencing or the execution phase realistically is an incredibly valuable use of the WBS. As a project manager, you’re constantly communicating issues and changes to scope to stakeholders.
In the heat of the moment, with a budget based on a WBS, you’ll be able to put something in front of their face and explain how you got here. You’ll be able to explain your cost basis and support your budget proposal which will help out a lot.
That brings up yet another use of your WBS. As the project goes along, you need to have a baseline to compare it to, which is why the work breakdown structure is wonderful for tracking progress and identifying potential risks.
Have Your Work Breakdown Structure Reviewed
Once you’ve brought it to completion, bring it to your stakeholders to be reviewed and approved.
PRO TIP: At some point, some stakeholder or another team member is going to ask for a change or an addition to the project. In an attempt to avoid future problems these kinds of ad hoc requests result in, take advantage of this review period. Start a conversation around potential changes they’d like to see. Basically, see if you can get it out of their system before the project is underway.
A work breakdown structure is great because it helps you
- Accurately estimate costs
- Set realistic deadlines
- Cleary track progress
- Avoid project scope creep
It looks like a lot of work, and, we won’t lie, it is, but it will save you many sleepless nights in the future.
5. Validation
Project management is the process of planning, organizing, and controlling resources to achieve specific goals. A key part of this process is scope validation, which is the process of ensuring that the project’s objectives are aligned with the stakeholders’ needs and expectations.
While there are many ways to validate scope, one common method is to hold a scope review meeting with key stakeholders. This can be done through face-to-face meetings, teleconferences, or even email exchanges.
Once you’ve scheduled a meeting with your stakeholders, here are the main key points you’ll want to cover:
- Review the project’s objectives and make sure everyone is on the same page.
- Discuss any major changes that have been made to the scope since the last meeting.
- Get feedback from stakeholders on the project.
- Address any concerns or questions that stakeholders may have.
This step is extremely important because if you skip any one of these things, it can really bite you in the butt later.
Make sure you document the feedback, questions, and concerns from the stakeholders. This feedback can be used to clarify or make adjustments to the project’s scope.
Scope validation is an essential part of successful project management. By taking the time to validate the project scope early on in the project, you can avoid potential problems later on. It is important that the goal of scope validation is to ensure that all stakeholders agree on the project’s objectives.
6. Controlling the Scope
As the project manager, it is your responsibility to make sure that the scope of the project is controlled and its cost is kept within budget. One way to think of scope is like having a boundary around the project. Everything inside the boundary is part of the project, and everything outside is not.
A huge part of the role of a project manager constitutes running around that parameter and making sure things aren’t trying to escape, like farmers and frisky cows. Keeping the scope well-defined and focused will help ensure that the project stays on track and doesn’t get bogged down with too much work.
Here are some tips on how to do just that:
- Define the scope of the project clearly from the outset. Don’t forget to include what isn’t included in the scope.
- Keep track of changes to the scope throughout the project.
- Manage expectations by setting realistic goals for the project.
- Communicate regularly with all stakeholders to keep them updated on the project’s progress and any changes to its scope.
- Be prepared to be flexible by being able to adapt the scope if necessary.
At the end of the day, a project manager’s role is to reduce the amount of time, money, and resources wasted as the project is completed. Whether that is a new office building, a new software product, or a new product launch—it doesn’t matter. Everything has its limits, and with project scope management, you should be able to keep within the lines and not ruin anyone’s day.
You Need Project Scope Management In Your Life
We won’t beat around the bush. You need project scope management in your life. If it’s not something you’ve been using in project management, we actually aren’t sure how you’re alive and recommend you get some help for all that stress.
Project management is a big job, and it takes a special kind of person. When you look at all of a project manager’s roles and responsibilities, it might horrify people to know that it is just one—a big one, sure, but it is still only one.
As more and more companies become project-based, you’ll see this topic come up more and more. Project management has always been a critical skill for any business professional. We firmly believe that if you follow this guide on project scope management, you will walk away from your next project with much less stress.
