Project Scope Definition Methods

My S.C.O.P.E. Framework Your essential project management approach. 🌟 S - Specify Requirements • Define project requirements. • Document expectations. • Set a solid foundation. • Understand stakeholder needs. • Establish clear goals. C - Clarify Objectives • Set measurable objectives. • Align with project goals. • Use SMART criteria. • Ensure clarity and relevance. • Achieve project alignment. O - Outline Boundaries • Define project scope. • Specify inclusions and exclusions. • Manage expectations. • Prevent scope creep. • Establish clear limits. P - Plan for Changes • Prepare for changes. • Set up change processes. • Assess change requests. • Approve and implement changes. • Adapt to evolving needs. E - Evaluate Progress • Regularly review progress. • Measure against scope. • Ensure project stays on track. • Address deviations promptly. • Maintain project integrity. Download and save this framework. Use it to enhance your project planning and execution. 🌟 Thank you for reading!

Scope Clarity for managing complex projects Your project is delayed after the scope blew up again, misalignments revealed themselves late on and people can't agree on what matters. To avoid this from happening it's important to clarify the scope early and often during projects. 1. Define what success looks like Kick off the project by asking key decision-makers: • What do you expect from the project? • What is the ideal outcome? • What does success look like? This will help set a target that you can measure against throughout the project. 2. Seek out disagreement Write down the scope - everything you think is needed to fulfil the goals. Pass your notes around in a brief, readable format and directly ask your stakeholders: • Did I get anything wrong? • Is there anything missing? This way you’ll bring up important details or adjustments that would otherwise be missed. 3. Ship small and check in often When you start delivering, divide your work up into small packages and get feedback regularly before moving too far ahead. Ask explicitly: “Does this help us reach the goal we talked about?” Get this feedback weekly, minimum.

TUTORIAL: Avoiding Scope Creep Q. I liked your response to an acquaintance who asks me to perform services for free. What about a client who adds a whole new project on top of the original project and doesn’t offer compensation for that additional work? A. You can avoid a lot of those situations (though not all) by clarifying expectations upfront. Once you and your client agree on the services to be performed, the fee and any other important issues, you’ll send your client a contract to sign. You will schedule a kick-off meeting for the project. At that meeting, walk through the contract with your client. This won’t take long, but it’s important. Handle it like this: ”Let’s walk through the consulting agreement and then get into timeline, next steps and any other issues you’d like to address today. ”On page one of our agreement, I lay out the scope of the project. In this project I will create copy for a recruiting brochure for your plastics division. “I will interview six staff members, review your existing recruiting materials and share my observations and recommendations with you in a written report and Zoom meeting. “Once I have your approval on the plan I will develop the recruiting brochure copy. The project scope includes one revision of the brochure copy; there’s a charge for additional revisions. ”The assumptions I relied on in creating this agreement are laid out in the contract, and they are: 1) that staff members are available to talk to me within two weeks from today 2) that I can get your feedback within two weeks of providing my recommended plan, and 3) that the goals and parameters laid out in the agreement serve as our framework for the project. “The project fee in the contract rests on these assumptions, so it’s good for us to review them. “I recommend that you let the six interview subjects, your colleagues in Talent Acquisition and the executive sponsors for this project know about these elements because if we should change or expand the project, I am happy to complete it but there will be an additional fee for that. “Does that all sound good?” If your client later reports that the senior VP of HR wants to take the recruiting brochure project in a different direction, you will let the client know that you’ll develop an estimate for the additional work. Scope creep is very common and it’s not a big problem as long as you address it forthrightly. You do not want to get into a habit of simply absorbing additional requirements and add-on projects at no charge. If you do that you will be exhausted, underpaid, undervalued and bitter before long. Remember: The response, “Sure, I’ll completely rework the recruiting brochure I already finished and interview five more people in line with your new direction,” will not get you the respect, compensation or visibility you need to be successful in consulting. You are growing your muscles - the best thing any of us can do. Here’s to you!

I pitched a LOT of internal data infrastructure projects during my time leading data teams, and I was (almost) never turned down. Here is my playbook for getting executive buy-in for complex technology initiatives: 1. Research top-level initiatives: Find something an executive cares about that is impacted by the project you have in mind. Example: We need to increase sales by 20% from Q2-Q4 2. Identify the problem to be overcome: What are the roadblocks that can be torn down through better infrastructure? Example: We do not respond fast enough to shifting customer demand, causing us to miss out on significant selling opportunities. 3. Find examples of the problem: Show leadership this is not theoretical. Provide use cases where the problem has manifested, how it impacted teams, and quotes from ICs on how the solution would have greatly improved business outcomes. Example: In Q1 of 2023 multiple stores ran out of stock for Jebb Baker’s BBQ sauce. We knew the demand for the sauce spiked at the beginning of the week, and upon retroactive review could have backfilled enough of the sauce. We lost an expected $3M in opportunities. (The more of these you can provide the better) 4. Explain the problem: Demonstrate how a failure of infrastructure and data caused the issue. Clearly illustrate how existing gaps led to the use case in question. Example: We currently process n terabytes of data per day in batches from 50 different data sources. At these volumes, it is challenging to manually identify ‘needle in the haystack’ opportunities, such as one product line running low on inventory. 5. Illustrate a better world: What could the future world look like? How would this new world have prevented the problem? Example: In the ideal world, the data science team is alerted in real-time when inventory is unexpectedly low. This would allow them to rapidly scope the problem and respond to change. 6. Create requirements: Define what would need to be true both technologically and workflow-wise to solve the problem. Validate with other engineers that your solution is feasible. 7. Frame broadly and write the proposal: Condense steps 1-5 into a summarized 2-page document. While it is essential to focus on a few use cases, be sure not to downplay the magnitude of the impact when rolled out more broadly. 8. Get sign-off: Socialize your ideal world with potential evangelists (ideally the negatively impacted parties). Refine, refine, refine until everyone is satisfied and the outcomes are realistic and achievable in the desired period. 9. Build a roadmap: Lay out the timeline of your project, from initial required discovery sessions to a POC/MVP, to an initial use case, to a broader rollout. Ensure you add the target resourcing! 10. Present to leadership alongside stakeholders: Make sure your biggest supporters are in the room with you. Be a team player, not a hero. Good luck! #dataengineering

I've asked dozens of project managers one simple question: “What scope gap mistake cost you the most money?” The result: 7 critical scope gaps every PM (from intern to executive) should know and avoid. Let’s dive in: ❌ Mistake 1: Electrical Assumptions Too often, PMs assume trade partners understand their scope boundaries. Who provides final power to the misc. HVAC equipment—the HVAC contractor or the electrician? Each thought the other would handle it. No one did. ❌ Mistake 2: Overlooking Specialized Requirements The GC realized standard paint wouldn’t hold up in the humid environment. The painter didn’t offer mold-resistant coatings, forcing a last-minute subcontractor hire. A good PM spots unique requirements early. A bad PM discovers them during execution. A legendary PM bakes them into buyout. ❌ Mistake 3: Equipment & Integration Gaps "Who connects medical equipment to utilities?" Seems simple. Until you're 3 weeks from commissioning with finger-pointing between MEP trades and equipment vendors. ❌ Mistake 4: Underground Coordination Gaps We all think the plumber will back fill their own trenches. Until they don’t. Who owns back fill & compaction after sewer and water piping is installed—the plumber or sitework contractor? ❌ Mistake 5: Automatic Doors & Security Confusion Auto doors seem straightforward—until you ask these questions: - Who runs power to the operator: electrical or doors? - Who installs low-voltage wiring for electrified hardware? - Who connects it to the security panel in IT closet—the security contractor or IT? ❌ Mistake 6: Fireproofing on Structural Steel Fireproofing steel beams is a code requirement, but who installs it? Does the structural steel contractor include fireproofing, or is it a separate trade? Assume wrong, and you’ll either overpay or delay the schedule. ❌ Mistake 7: The Caulking Confusion Caulking is required at door frames, floors, ceilings, and finishes. Who owns it? The flooring, painting, or wall protection trade? Miss it in buyout, and you’ll scramble to cover it later—at an extra cost. Here's the thing: Scope gaps ARE avoidable. These mistakes cost time, money, and trust. The best project managers don’t just “buy the work” during buyout. They also buy the behaviors that make a project successful. That's why I recorded everything I do behind-the-scenes to lead a seamless buyout. ✅ How to eliminate scope gaps ✅ How to structure a bulletproof buyout process ✅ How to prevent last-minute surprises 5,800+ PMs already received it. Want the full playbook? 📩 Read here: https://lnkd.in/g5SHiqJS What scope gaps have crushed your projects? Drop them below. ⬇️ In partnership with Roger.

SCOPE CREEP. This is one of the most common problems I see when reviewing contracts. I have been guilty of it many times myself. What is it? It is when project tasks expand beyond the agreed scope of the agreement without additional compensation. The solution? A specific SCOPE OF SERVICES provision. A scope of services provision defines the exact work a service provider is expected to perform under a contract. It sets the boundaries of what is included (and excluded), preventing misunderstandings and limiting “scope creep.” 💡 WHY IT MATTERS: Without a clear scope, projects can quickly grow beyond the original agreement (or what you thought was agreed!!), leaving you overworked, underpaid, and frustrated. A strong scope of services provision ensures both parties know EXACTLY what to expect and helps prevent scope creep. ➡️  A SCOPE OF SERVICES PROVISION SHOULD INCLUDE: *The specific services to be delivered *The timeframe or number of hours allocated *Deliverables (reports, meetings, training, etc.) *Explicit exclusions (what’s not covered) *Process for adding new services (e.g., written amendment, additional fee) ✅ EXAMPLES OF THE GOOD AND THE BAD: 👎🏻 Bad: ““Consultant will assist Client with preparing for investor presentations.” ➡️ Why? Sounds narrow, but could balloon into pitch deck creation, financial modeling, or coaching. ✅ Good: “Consultant will review and edit one investor presentation deck (up to 20 slides) and conduct one 90-minute practice session. Financial modeling is excluded. Work beyond this scope will be billed at an hourly rate of $500.” ➡️ Why? It clearly defines the deliverables (one deck, 20 slides, one session), sets exclusions (no financial modeling), and establishes how extra work will be billed. ⭐️ PRO TIP: NEVER ASSUME. Just because you know what a clause means (or you think the other party does) does not make it clear. Contracts are not written just for “you two” to understand. Contracts are written so that a third party (like a judge, mediator, or new business partner) could read them and understand exactly what was intended. If the language is not specific enough for an outsider to interpret without guesswork, it is too vague. And you are opening the door to disputes and scope creep. ⬇️ Have an experience you want to share re scope creep? Drop it in the comments. ⬇️ *********For informational purposes only. Not intended as legal advice.

Why do so many contractors lose money on change orders? I speak to many auditors who say change orders are the #1 reason why contractors lose their shirts on projects.   It’s simple.....They either avoid the paperwork, avoid the unfortunate tough conversations that may be required with the owner/GC, or just don't know how to identify them.   Here’s a quick story... I had a client who would identify a change order that was clearly beyond the original contract, BUT time and time again, the GC would say something like, “The owner will never pay for this, just get it done.” AND they did it..... UNTIL I came on board.   Let me be clear.....That’s absolutely insane!!!!   The GC wasn’t willing to stand up to the owner or follow proper processes, and instead, they dumped the risk on my client. I told him he needed to consider to stop working with this GC.   You must understand...If it’s above and beyond the original contract, it needs to be treated like a new contract. No signature, no work. Period!!! Yea I know contract says you can't stop working....you have ways to navigate this.   Let’s break it down a little more   1. Handle Change Orders Immediately and stop putting them off. Develop and submit the paperwork before or as soon as the work is happening or shortly after. NOT weeks later when it’s an afterthought. Change orders are either Time and Material (T&M) that needs to be done now or pre-estimated and agreed on for future work. T&M sheets MUST be done daily AND signed off daily by an owner rep AND submitted for payment immediately after completion of work NOT months later. Pre-estimated change orders must be signed off and approved before you order materials and start work.   2. Get Everything in Writing - A change order is no different from your original contract. It’s not official until it’s documented and signed. If a GC won’t sign a time-and-material sheet or change order, refuse to do the work. You must train the owner to treat you fairly not like a degenerate.   3. Document, Document, Document - Keep a paper trail, photos, emails, updated scopes, daily logs. This protects you when there’s a dispute.   4. Don’t Avoid Uncomfortable Conversations - Yes, it’s awkward to demand signatures or talk about extra costs, but those conversations now save you major headaches (and money) later.   Too many contractors lose out because they delay, avoid the process, or hope for the best. Don’t let that be you. Be proactive, get signatures, and protect your profit.   What's been your experience with change orders??? Let’s talk about how to avoid these situations. #proaccel #constructionchangeorder #constructionconsulting #constructionoperations

The 7 Deadly Sins of Project Management How to spot it and then fix it immediately… Most failed projects don’t blow up overnight. They bleed out, one misstep at a time. Here are the 7 sins that derail even smart teams… …and what great project managers do differently 👇 1. Unclear or Shifting Goals The project kicks off. People are excited. But no one’s aligned on what success actually looks like. 📉 What happens: – Team members solve different problems – Timelines drift – Delivery misses the mark ✅ How to fix it: Start with a single, brutally clear outcome. → Define “done” in terms of impact, not effort → Document it → Revisit it every time something changes 2. Scope Creep (The Silent Killer) It starts small. "Can we just add this one feature?" "It’ll only take a few hours." But 12 “quick additions” later… you're off-budget, off-schedule, and exhausted. What happens: – The team loses focus – Resources are stretched thin – Stakeholders get frustrated How to fix it: → Define scope in terms of user value → Use a change log → Train your team and stakeholders to ask: “Does this serve the core goal?” 3. Lack of Communication Loops Most projects don’t die because of bad intentions — they die from silence. What happens: – Issues stay hidden – Team morale drops – Small problems compound into disasters How to fix it: → Build real feedback loops (weekly check-ins, async updates, decision logs) → Create psychological safety, your team should feel safe surfacing risks early → Over-communicate priorities and blockers 4. No Risk Mitigation Plan Assuming nothing will go wrong is project management malpractice. What happens: – You get blindsided by predictable issues – Deadlines slip – Firefighting becomes the norm ✅ How to fix it: → Identify top 5 risks upfront → Define early indicators (“What would we see if this risk is materializing?”) → Create a fallback plan → Reassess risks monthly, not just once at the start 5. Neglecting Stakeholders You think you’re building the right thing, but your stakeholders had a different vision. Now they’re disengaged… or worse, actively blocking progress. What happens: – Last-minute scope changes – Misalignment at delivery – Loss of executive sponsorship ✅ How to fix it: → Identify your real stakeholders → Understand their definition of success → Keep them involved with milestone demos, not just final delivery 6. Trying to Be the Hero Many new PMs try to “do it all” because they think asking for help shows weakness. What happens: – You burn out – Bottlenecks form around you – The team becomes reactive instead of empowered ✅ How to fix it: → Shift from “doer” to “enabler” → Delegate with trust and clarity → Make accountability part of your project design. Great project managers don’t just manage timelines. They manage risks, relationships, clarity, and culture. Add 7th in the comment.

When your insight projects fall flat, you can blame it on sloppy execution, using the “wrong” method, a biased research sample, unengaged stakeholders, a weak partner, or a hundred other things. But the real issue often starts before the work even begins—in the scoping and kickoff conversations that fail to surface the full needs of a project. Too often, we see teams jump into projects without fully aligning on goals for the initiative or benchmarks of success. The result? Insight projects that miss the mark. It doesn’t have to be that way…but it does require you to work differently. Sylver Consulting handles project scoping differently than most…and it makes the difference between projects that deliver “meh” insight vs. those that yield impact. Do you want to know the secret? It’s summed up in two key principles: • We treat scoping conversations like in-depth interviews, digging beyond the project itself to understand its bigger purpose. By exploring how this initiative connects to others, we gain a clearer picture of what success truly looks like. • We approach these conversations with a healthy dose of skepticism, intent on distinguishing facts from assumptions. Our goal is to uncover what’s backed by data versus what needs further exploration. Why? Because blind spots can quickly derail a project. Does this sound appealing? Reflect on how you’re being called to change… 𝐀 𝐫𝐞𝐬𝐞𝐚𝐫𝐜𝐡𝐞𝐫 𝐰𝐡𝐨 𝐟𝐚𝐜𝐢𝐥𝐢𝐭𝐚𝐭𝐞𝐬 𝐜𝐨𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐯𝐞 𝐬𝐜𝐨𝐩𝐢𝐧𝐠 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧𝐬: • Is a Question-Asker, Not an Order-Taker – Move beyond simply executing the client's request and instead challenge assumptions, asking deeper questions to uncover the true objectives of the project. • Embraces a Systems Thinking Mindset – Consider how the project fits within the broader organizational landscape, ensuring insights contribute to long-term strategic goals rather than just immediate needs. • Acts as a Thought Partner, Not Just a Data Collector – Engage in conversations that stretch the client’s thinking rather than just gathering information as asked for—at face value—in the Request for Proposal (RFP). 𝐀 𝐜𝐥𝐢𝐞𝐧𝐭 𝐰𝐡𝐨 𝐢𝐧𝐯𝐞𝐬𝐭𝐬 𝐢𝐧 𝐜𝐨𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐯𝐞 𝐬𝐜𝐨𝐩𝐢𝐧𝐠 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧𝐬: • Is Open to Challenging Their Own Assumptions – Acknowledge that not everything believed to be true is, and be willing to explore alternative perspectives. • Champions Transparency and Honest Dialogue – Share both knowns and unknowns openly with researchers to allow for a more effective discovery process. • Encourages Strategic Exploration, Not Just Confirmation – Embrace research as a way to uncover new opportunities and mitigate blind spots. So, the question is: Are you ready to start scoping differently? Comment “READY” below and I will reach out to discuss! #ActionableInsight #StrategicLeadership #ConstructiveScoping

Scope creep—it starts with a “quick favor” and suddenly, you’re writing a whole new strategic plan for free. 😵💫 When Julia Devine and I first started consulting for nonprofits, we wanted to be helpful. We’d say yes to little extras, thinking it would build goodwill with clients. Instead, we ended up overwhelmed, underpaid, and frustrated. Sound familiar? Here’s how we learned to lovingly keep projects in scope: ❤️ Set Clear Expectations Upfront: Before the contract is signed, be specific about what’s included (and what’s NOT). A vague “fundraising support” clause? Recipe for disaster. Instead, define deliverables like “a 3-page major gifts strategy” or “two grant proposals.” ❤️ Use a Strong Contract: Your contract should be your best friend. Outline the scope in detail and include a clause about additional work requiring a change order or separate agreement. Protect your time and your income. ❤️ Say "Yes, And That Costs Extra": When a client asks for something outside the original scope, try this: ✔️ “I’d love to help with that! Let’s talk about a scope expansion and pricing.” ✔️ “That’s a great idea! I can add it for an additional $X.” ✔️ “I can prioritize that instead of [original task]—which would you prefer?” ❤️ Regular Check-Ins: During the project, revisit the scope with your client. A simple “We’re on track with XYZ—would you like to add anything as a paid extension?” can keep expectations in check. ❤️ Resist the Urge to Overdeliver: I get it—you want to wow your clients. But overdelivering doesn’t mean undervaluing yourself. Deliver what you promised, do it well, and charge fairly for anything extra. Have you experienced scope creep as a consultant? How do you handle it?