In project management, scope definition is the first item to be carried out. This activity consists of determining which processes and resources are necessary for the undertaking, precisely defining what is and is not included.
At first glance, it may seem like a simple activity to perform, but know that 78% of projects do not have a scope aligned with the strategic objectives of the companies that hire them, impacting the expected results.
Poor scope sizing can lead to a series of problems, especially regarding cost, which can increase, and to demand, which can also be affected by unforeseen changes.
Don't want to make these mistakes? Check out the tips we've gathered for you to correctly define the scope of your projects!
Gather the requirements
First and foremost, it's necessary to understand the final objective of the project, identifying the requirements it must meet together with all stakeholders.
For example: in the development of people management software, there will be a module for payroll, another for work hour tracking, another for performance appraisal performance, and so on.
Each module should carry some functionalities, meeting requirements stipulated by the user of the solution. This exercise serves to determine what is and is not covered in the project.
To make it clearer to everyone why each requirement is being considered, could you develop a requirements traceability matrix where all considered elements are justified, demonstrating how they contribute to the final objective?.
List premises and constraints
An often overlooked exercise in project management and scope definition is the identification of project assumptions and constraints. An assumption is anything considered essential for the project's development. In the case of building a house, for example, we can say that an assumption is that materials will be purchased in advance.
Now, constraints are facts or situations that limit the execution of a project, such as, for example, the budget. If you only have 10,000 reais to develop a new car prototype, the final product might not turn out exactly as you would like due to a lack of resources.
Create the project WBS
The Work Breakdown Structure is a kind of map that allows for the detailing of the activities inherent in each project deliverable, giving a more complete dimension of all the effort required for its completion.
With the WBS, it becomes easier to estimate the number of people and resources needed for the initiative's development, as well as to create the critical path diagram, which aids in measuring the time required for the work.
In the design of a new hospital wing, for example, we can break down the ICU deliverable into smaller units, such as: foundation; building; electrical network; water and sewage network; among others. These can be further detailed, depending on the complexity of the project and the need for detail in the activities involved.
Validate the scope
Finally, don't forget to validate the project scope with the sponsor and other stakeholders, obtaining everyone's approval regarding the data collected. This way, if there's a request for changes midway or a question about the project's execution, you'll have a supporting document showing that everyone was aware of how the work would be developed.
Primarily when we develop internal projects, that is, for our own organization, we forget this step. And when problems arise, no one remembers what was initially agreed upon, generating a series of conflicts.
Planning and defining a project's scope doesn't have to be difficult or confrontational. Follow these tips, use a project management tool to accelerate information flows and optimize your work!
