The Project Scope Statement is defined by the project sponsor. The project manager must ask the right questions to get the sponsor to clearly state the end result they want the project to deliver. It must be stated in measurable terms as acceptance criteria. Those criteria are the real definition of what the sponsor wants and how they will measure if the project is a success. Project Scope
Executives who are not used to project managers asking questions may resent it. But a successful project manager responds to the sponsor’s objections with a reasonable statement like, “I can’t deliver the business end result you want if I don’t know precisely what it is.”
Executives may not like that push back. But it is worth a bit of early executive dissatisfaction because it helps you define a measured business result for the project scope rather than a list of ever-changing requirements.
Project Scope Statement: The Sponsor’s Role
Another reason why the Project Scope Statement definition is not easy to get is because too many sponsors don’t know how to properly play their role in the project. During project planning, the sponsor’s role is to define the project in a statement of work (SOW), prove its value to the organization in a business case and define the scope statement. After they have completed those requirements, the sponsor’s role and their level of involvement declines. Then it consists of approving plans and any changes to those plans as well as accepting or rejecting project deliverables. Project Phases Main Page
In too many organizations, the project sponsor role is poorly played. Instead of defining the Project Scope Statement that will drive the project to a successful end, many sponsors do destructive things. Some play cat and mouse games with the project manager, refusing to commit to exactly what they want. They may do this because they don’t actually know what business result they want the project to deliver. So they are unable to define the scope. Or they are vague because they want to be able to avoid blame if the project fails. They can say, “That’s not what I wanted the project to deliver.”
Either way, this behavior dooms the project to failure. It drifts from one goal to another while the project manager and team members try to figure out what the sponsor really wants. They often find out a month before the due date (which the sponsor has arbitrarily set). That sets off the “end of project panic” which is also caused by sponsors who don’t know their proper role. The PM and team frantically try to produce something close to what the sponsor now says he/she wants. It’s not a surprise that what the team produces has no value. So they will spend the next six months trying to fix it. Bad sponsors leave a trail of these project failures in their wake. That’s how you can spot them… and, hopefully, avoid managing their projects. Project Scope
You can learn these techniques for defining the project scope statement in our customized, online courses. You work individually with your instructor and have as many phone calls and video conferences as you need. The Project Management Basics course, #101, teaches you a step-by-step process and how to use MS Project® software to make your job easier.
At the beginning, when you and Dick talk to design your program and what you want to learn, you will select case studies that fit the kind of projects you want to manage. Chose you course and then select the which specialty case study from business, or marketing, or construction, or healthcare, or consulting. That way your case studies and project plans, schedules and presentations will fit your desired specialty.
- 101 Project Management Basics
- 103 Advanced Project Management Tools
- 201 Managing Programs, Portfolios & Multiple Projects
- 203 Presentation and Negotiation Skills
- 304 Strategy & Tactics in Project management