Defining scope is perhaps the most important part of the
initial definition and planning process. If you don’t know what you are
delivering and what the boundaries of the project are, you have no chance for
success. If you have not done a good job of defining scope, managing scope will be almost impossible.
Most people understand what scope means, but many struggle
trying to actually define the scope of a project. It is easiest if you remember
there are two major aspects of defining scope on your project – deliverables
and boundaries.
· The
deliverables. All
projects produce deliverables. (These are sometimes called the
"products" produced by the project.) Even if you are not sure what
else to include in your scope definition, you should always include your
deliverables. Understanding the deliverables you are building goes a long way
to understanding the scope of the project. There are many deliverables that
could be listed, but you should focus on the final deliverables of the project
- not necessarily the internal deliverables produced as a part of delivering
the final solution.
· Project
boundaries. The
scope boundary statements are used to define what is within the boundaries of
the project and what is outside those boundaries. The more boundaries you can
identify, the better off your project will be. You would not need to state that
some aspect of the project was in-scope unless you could also contrast that
with some aspect that is out of scope. The nature of a true boundary statement
is that there is both an in-scope and a relevant out-of-scope counterpart. For
example.
o
The major life-cycle processes that are
in scope and out of scope. For
instance, your project may include the Analysis Phase only and not the Design,
Construct or Test Phases. Or perhaps your project is performing research, but
you are not going to develop the results. These would be examples of using
boundary statements to clearly state what your project is responsible for, and
what is out of scope.
o
The organizations that are in scope and
out of scope. In some cases, the organizations involved in
the project help to define the boundaries. For instance, your project may be
applicable to the Human Resources and Accounting Departments, but the
Manufacturing Division might be out of scope. Or perhaps your project is only
impacting the corporate office while the field offices are out of scope.
o
The major functionality that is in
scope and out of scope. This might be a good boundary if you
were delivering less than full functionality. For instance, decision support
and management reporting might be in scope, while overnight batch processing
might be out of scope. Or perhaps financial reporting is in-scope for your
project, but Human Resources reporting is out of scope.
What do you need to remember? First - scope is defined as
deliverables and boundaries. Deliverables are the things you build during the
project. Boundaries are statements that describe the project in terms of
in-scope and out-of-scope.
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