Define scope in project management

Part 1

What is scope in project management?

This is the first of a series of articles covering project management scope.

What is scope in project management? This is not so easy to see as some of the other classic aspects of project management, for example performance, time and cost factors. These are the areas that all project managers are trying to optimise. Unfortunately, getting two out of three well managed is all you can ask for.

To improve performance and reduce time costs usually go up in terms of extra equipment, more personnel or an increase in control measures. A similar case can be put forward for trying to optimise any two out of the three.

As well as the holy trinity of cost, performance and time there are other key aspects to consider. Some of the key ones are scope, risk and benefits.

The scope planning in project management relates to setting up boundaries beyond which the project should not stray. Doing so is called ‘project creep’. The temptation to ‘cross the line’ can be very strong but should be resisted.

Note that we usually refer to project scope as naturally covering key areas of the whole project. However, each separate task will have an output. This in turn will have defined specifications and these represent the ‘scope’ of that task. It is easy in this case to appreciate that going outside the specification is not good.

Whether scope is associated with the overall project or a task it can only be transgressed if a justifiable case is put forward and agreed by senior management.

Definition of scope in project management

We have noted above that scope is similar to the tolerances for a task’s output that defines its quality. It is not enough to know what these are but you have to know when you are approaching them so that you have time to do something about it.

These might be termed alert limits before critical limits are reached. The project manager should make sure that the scope limits are backed up with the appropriate documentation. The scope must be measurable in some way so that a person knows if critical values are approaching. If this is the case a review of basic project management assumptions may be required.

When you wish to define scope in project management ask those that matter. That is, the customers and other stakeholders. Get their agreement. It is up to the project team via the manager to challenge any assumptions so that those running the project are left in no doubt as to the projects boundaries.

Ensure that you think about areas that are ‘left out’ of the scope as this may provide valuable information and other ideas.

It is easy to confuse the scope with a project constraint. The latter will be something beyond the project team’s control, such as, new recruitment reduction.