The Scope Box: What Goes In, What Comes Out, and Why It Matters

Before any project can succeed, we have to answer a fundamental question: What is the project? In other words, what’s in the scope?

Scope defines a project's goals, objectives, and intended outcomes. It’s established early in the initiation phase and typically approved by the project sponsor. A well-defined, agreed-upon, and tightly managed scope drives resource needs, budget, and the project schedule. Without it, your project can quickly spiral into chaos.

Think of project scope as a box—everything inside the box is in scope, and everything outside is out of scope. As the project manager, it’s your job to secure the box—to manage what goes in and what stays out. Let’s break it down:

Packing the Box: Defining Project Scope

Before stuffing things into the project box, we need to determine what belongs there. This is where your project sponsor relationship becomes crucial. (ICYMI, I wrote about that here!)

During the initiation phase, your role is to elicit the project scope from your sponsor. Here are key questions to define scope:

✔ What are the project goals and objectives? ✔ What deliverables need to be produced? ✔ What are the constraints (time, budget, resources)? ✔ What are the assumptions (e.g., access to necessary resources)? ✔ What is out of scope (what won’t be included)?

📌 Pro Tip: Document all responses in a Scope Statement and review it with your sponsor to: ✔ Ensure alignment ✔ Make refinements if needed ✔ Get formal approval (yes, in writing—an email confirmation counts!)

🔥 Clearly defining scope from day one prevents confusion, misalignment, and dreaded scope creep.

Sealing the Box: Managing Scope

Scope defined, documented, and approved? Congrats! 🎉 Now the real work begins—protecting it.

Why? Because if you’re not careful, stakeholders will try to shove extra things into the box—new features, last-minute requests, “must-haves.” Before you know it, your scope has doubled, but your budget, timeline, and resources haven’t.

🚨 That’s scope creep, and it introduces huge risks to your project.

How to Keep Scope Creep Out of the Box:

✔ Implement a change control process—no backdoor changes allowed! ✔ Require stakeholders to justify changes—essential vs. nice-to-have? ✔ Ask key impact questions:

1. Is this essential for Day 1?

2. What happens if we don’t add this?

3. What’s the impact on budget, timeline, and resources?

Once you’ve assessed the impact, review it with your sponsor for final approval (yep, in writing again!). No documentation = No change.

📌 Pro Tip: Scope management isn’t about saying “no” to change—it’s about ensuring changes are intentional, approved, and accounted for.

What Comes Out of the Box: Deliverables & Success

If you’ve packed and managed your box correctly, your project will deliver exactly what was promised—nothing more, nothing less.

How to Ensure the Right Outcomes:

✔ Regularly check deliverables against the original scope ✔ Communicate approved changes clearly ✔ Keep stakeholders aligned on final expectations

🎯 The goal? Deliver what was packed into the box—no surprises.

Let’s Wrap!

Project scope isn’t just a “check-the-box” exercise—it determines what gets done, what doesn’t, and how successful your project will be.

When you manage your scope properly, you: 📦 Clearly define what goes in (scope) 🚫 Protect what stays out (scope creep) ✅ Ensure what comes out meets expectations (deliverables)

How do you handle scope creep in your projects? Share your best (or worst) experiences in the comments! 👇 Let’s discuss!

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Disclaimer: The views and opinions expressed in this blog are solely my own and do not reflect the views, positions, or policies of my employer, DLA Piper. The content is for informational and educational purposes only and should not be considered professional or legal advice.

The Project Manager & Sponsor Relationship: The Key to Project Success

When managing projects, you’ll interact with many people, but one of the most critical relationships you’ll build is with your project sponsor. This relationship can make or break your project, so investing in it is essential.

Who is the Project Sponsor, and Why Do They Matter?

Your project sponsor is the person who initiates the project, provides resources, and ensures that the project aligns with business goals. Whether they’re a senior executive, your direct manager, or even a client, their influence is key to your project’s success.

They determine: ✔ The scope, goals, and objectives ✔ What success looks like ✔ The resources available ✔ The overall strategic importance of the project

Sound important? That’s because they are. A strong relationship with your project sponsor sets the foundation for a successful project.

Building a Strong Project Sponsor Relationship

Think of this relationship like any other—whether it’s a friendship, a professional partnership, or even a marriage—good ones don’t just happen. They require consideration, effort, and communication.

This begins during the Initiation Phase, when the project sponsor identifies the need for the project, and you (lucky you!) get assigned to manage it. Now, it’s time for what I like to call the Immersion Process—where you fully understand the sponsor, the project, and the expectations.

The Immersion Process: What You Need to Know

During your first dedicated meetings with your sponsor, your goal is to gather the Project Pertinents—the critical details that will set the project up for success:

1️⃣ What’s the scope? 2️⃣ What are the goals and objectives? 3️⃣ What’s the anticipated timeline? 4️⃣ What are the deliverables/outcomes? 5️⃣ What does success look like? 6️⃣ Are there any risks we should identify and mitigate early? 7️⃣ What assumptions or constraints exist? 8️⃣ Who are the key stakeholders?

This information will shape your project scope, planning, and execution. But to go beyond a “good” start and get a great start, you’ll need to ask even deeper questions.

Taking It to the Next Level

1. Ask the All-Important ‘Why’

Why are we doing this project? Understanding the true purpose will help you:

• Identify when scope changes impact business goals.

• Recognize “strategic drift” (when a project veers off from its intended purpose).

• Motivate your project team when challenges arise.

As Simon Sinek says, "People don’t buy what you do; they buy why you do it." When you operate strategically instead of tactically, you go from checking boxes to making an impact.

2. Follow Up with ‘What If’

After the why, ask: What if we don’t do this project?

• What happens if this doesn’t get done?

• What’s at risk for the business, stakeholders, or customers?

This reveals how critical your project is and helps you navigate prioritization discussions.

3. Focus on Outcomes, Not Just Activities

Your sponsor doesn’t just want a list of tasks completed—they want measurable results. Ask:

• When this project is done, what does success look like to you?

• Can we quantify the impact?

• How will we measure whether we hit the mark?

Being outcome-driven keeps you and your sponsor aligned on the real purpose behind the work.

4. Be a Partner, Not a Task-Taker

You’re not just a project manager—you’re a strategic partner. That means:

• Advocating for what’s best for the project, even when it’s tough.

• Bringing a perspective, not just taking orders.

• Having candid conversations about risks, challenges, and realities.

If you engage as a leader, your sponsor will see you as an advisor rather than just someone managing tasks. That sets you apart.

5. Learn Their Communication Style

Does your sponsor prefer quick updates via email, formal reports, or face-to-face check-ins? Find out how they like to receive information and be proactive in keeping them informed.

Pro tip: Err on the side of over-communicating. Sponsors rarely complain about knowing too much, but they do get frustrated when they feel out of the loop.

What If There’s No Clear Project Sponsor?

If you don’t know who your sponsor is—pause and escalate. Someone initiated this project, someone has expectations, and someone will decide if it’s successful. If you can’t identify that person, your project is at risk before it even starts.

Ask your manager to clarify who has final decision-making authority. Without a sponsor, you’re flying blind.

Final Thoughts: Relationships Matter

Projects aren’t just about deadlines, budgets, and deliverables—they’re about people. The relationship between you and your project sponsor is one of the most critical for success.

✅ Cultivate trust.

✅ Ask the right questions.

✅ Lead with confidence.

✅ Communicate effectively.

And remember: A strong sponsor relationship will help your project survive the ups, downs, and unexpected twists. It’s worth the investment!

🚀 Have you ever worked with an amazing (or difficult) project sponsor? Drop your experience in the comments below!

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Disclaimer: The views and opinions expressed in this blog are solely my own and do not reflect the views, positions, or policies of my employer, DLA Piper. The content is for informational and educational purposes only and should not be considered professional or legal advice.

The Hero’s Project: What Star Wars, Lord of the Rings, and The Matrix Teach Us About Project Management

Star Wars, The Lord of the Rings, and The Matrix. What do they all have in common?

Yes, they’re epic movies. Yes, they feature reluctant heroes who initially want nothing to do with their so-called “destiny.” And yes, they all make us question if we, too, could wield a lightsaber, carry the One Ring, or stop bullets with our mind.

But there’s something else.

They all follow The Hero’s Journey.

What’s the Hero’s Journey?

Mythologist Joseph Campbell identified a universal storytelling pattern called The Hero’s Journey, which shows up in myths, legends, books, and movies everywhere. It’s a predictable path—a structure.

And guess what? Projects follow a predictable structure too.

Enter: The Project Life Cycle.

Much like our movie heroes, you might find yourself suddenly thrust into a project, thinking:

❌ I’m not qualified for this.

❌ I don’t have a PMP certification.

❌ Don’t we have project managers for this?!

I get it. But don’t worry—just like Luke, Frodo, or Neo, you don’t have to go it alone. Understanding the five phases of the project life cycle will help you embrace the journey and avoid disaster.

Let’s break it down:

Phase 1: The Initiation Phase – The Call to Adventure

This is where your “project destiny” arrives—whether you like it or not.

The project lands in your lap, and you officially step into the role of project manager (cue dramatic music).

Your mission:

✔ Define goals, scope, and success metrics

✔ Identify stakeholders and communication plans

✔ Set expectations with leadership

Think of this phase as laying the foundation of your project. Skip it, and you’re basically building on quicksand. Tempting as it is to rush ahead, investing time here saves you from future headaches, budget disasters, and angry stakeholders.

Phase 2: The Planning Phase – Gathering the Fellowship

Now that you've accepted your quest, it’s time to plan the journey.

This phase involves:

✔ Building a project roadmap

✔ Assigning tasks and deadlines

✔ Identifying risks before they become disasters

Skipping this step is like trying to put the wheels on a plane while it’s taking off—doable? Maybe. Smart? Definitely not.

A well-thought-out plan ensures that when obstacles arise (and they WILL), you’re prepared to pivot, not panic.

Phase 3: The Execution Phase – Into the Belly of the Beast

This is where your plan meets reality.

Execution is exciting but chaotic—things will go sideways (sometimes spectacularly). You might:

➡ Realize you forgot to include a key stakeholder

➡ Encounter scope creep

➡ Get blindsided by “urgent” executive requests

Welcome to the fun part of project management! 🎉

To survive, you must:

✔ Stay adaptable (bob and weave, my friends!)

✔ Communicate clearly and consistently

✔ Tackle issues before they escalate into full-blown disasters

Execution isn’t about perfection—it’s about progress. Keep momentum, and keep adjusting as you go.

Phase 4: Monitoring & Controlling – Dodging the Plot Twists

Think of this as course correction in real-time.

While the execution phase is happening, you’re also tracking:

✔ Budget (Are we bleeding money?)

✔ Timeline (Are we about to miss a deadline?)

✔ Scope (Why are we suddenly adding features?!)

This is where your inner Jedi Master/Project Manager comes out—anticipate problems, keep the team aligned, and don’t let small fires turn into Death Star-level explosions.

Phase 5: Closure & Lessons Learned – The Return Home

You’ve made it to the finish line. Time to:

✔ Get project sign-off

✔ Archive documentation

✔ Release resources

And most importantly—conduct a retrospective.

What worked? What didn’t? What lessons can you carry into your next project so you don’t make the same mistakes? (Looking at you, scope creep.)

Oh, and one more thing—celebrate! 🎉

Even if the journey was messy, you made it. And just like every hero, you’re stronger, wiser, and ready for the next adventure.

The Hero’s Project: Your Journey Awaits

If you’ve ever felt like an accidental project manager, you’re not alone. Every hero starts their journey unsure, but with the right knowledge and tools, you can lead any project to success.

Want to dive deeper into each phase? Stay tuned for upcoming posts where I’ll break them down in more detail.

Until then—may your scope stay in check, your timelines stay on track, and your executive sponsors never surprise you with “just one more thing.”

🔥 What do you think? Have you ever been thrown into a project with zero training? Drop your best WTF project moment in the comments!

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Disclaimer: The views and opinions expressed in this blog are solely my own and do not reflect the views, positions, or policies of my employer, DLA Piper. The content is for informational and educational purposes only and should not be considered professional or legal advice.

Is It a Project or Not? (And Why You Should Care)

Before we dive into project management together, I have an important question: Is what you're working on actually a project?

To figure that out, let’s go straight to the source—the Project Management Institute (PMI).

According to PMI, “A project is a temporary endeavor undertaken to create unique products, services, or results.” More specifically, a project consists of structured tasks, activities, and deliverables executed to achieve a desired outcome.

That’s the official definition. But here at Out of the Paper Bag, we like to keep things simple. So let’s break it down:

Is It a Project? Ask Yourself These Two Questions:

☑ Is it temporary?

☑ Does it create something new or implement a change?

If you answered yes to both, congrats—you’ve got yourself a project! 🎉

And yes, this distinction matters. If it’s a project, there’s a framework for that. But if it’s not a project and instead just a process, don’t overcomplicate it.

Project vs. Process: What’s the Difference?

A project is temporary and creates something new. A process is ongoing and repetitive.

To keep it simple, ask yourself:

☑ Is it ongoing?

☑ Is it repetitive?

If you answered yes to both, congratulations—you have a process, not a project.

And that’s important because you don’t want to use the wrong tool for the job. Think of project management as a new tool in your professional toolbox. Just because you got a shiny new hammer doesn’t mean everything is a nail. 🔨

Now, let’s hammer that point home (sorry, I couldn’t help myself) with a few examples of what isn’t a project.

Not Everything Needs a Gantt Chart

Just because something feels overwhelming doesn’t make it a project. A long to-do list doesn’t automatically turn into a “multi-phase strategic initiative.” Sometimes, it’s just a lot of work that needs a checklist, not a project plan.

💡 Example:

✅ Project? Launching a new client onboarding system.

❌ Not a project? Cleaning out your inbox (even if it feels like an archaeological dig).

If It’s Routine, It’s Probably Not a Project

Projects are temporary and unique—they have a clear start and end. If you’re doing the same thing every week, that’s just operations. Don’t turn routine work into a project unless you really want to spend time writing a charter for “Operation: Weekly Team Meeting.”

💡 Example:

✅ Project? Designing a new company-wide training program.

❌ Not a project? Sending the same weekly report you’ve been sending for three years.

If There’s No Change, There’s No Project

Projects create something new—whether it’s a product, service, or process. If nothing is changing, you’re just maintaining the status quo (which, while important, is not a project).

💡 Example:

✅ Project? Implementing a new software system for HR.

❌ Not a project? Logging into the old system and hoping it still works.

Just Because It Has a Deadline Doesn’t Mean It’s a Project

Yes, projects have deadlines. But so do dentist appointments, tax returns, and that friend’s birthday dinner you totally forgot about until your calendar reminded you (again). Urgency does not equal project.

💡 Example:

✅ Project? Organizing an industry conference.

❌ Not a project? Trying to get across town in rush hour because you’re late (again).

Let’s Wrap It Up

At Out of the Paper Bag, my goal is to make project management as accessible and straightforward as possible.

✅ If you have a project, use project management principles—they’ll help.

❌ If it’s not a project, don’t overcomplicate it. Mislabeling work just makes things harder than they need to be.

When people confuse projects and processes, it creates unnecessary complexity—which can make project management feel burdensome instead of helpful. That’s the last thing we want!

So, when in doubt, ask yourself:

✅ Is it temporary?

✅ Is it unique (not routine) or does it create change?

If yes, congrats—you’ve got a project! If not, stop making it harder than it needs to be.

👉 Want to make things even easier? Subscribe to my blog! Let’s get you out of the paper bag and into project success. 🎉

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Disclaimer: The views and opinions expressed in this blog are solely my own and do not reflect the views, positions, or policies of my employer, DLA Piper. The content is for informational and educational purposes only and should not be considered professional or legal advice.

Can’t Manage Your Way Out of a Paper Bag?

Have you ever heard the phrase, "They couldn't manage their way out of a paper bag?" As a project management professional for over 15 years, I’ve heard it plenty. I’m pretty sure it was even directed at me in my early project management days! And if I’m being honest with you (and myself), I still have paper bag moments now and then.

The reality is managing projects isn’t easy—even for those of us trained to do it. For non-project managers? It can feel downright impossible. Sometimes, I wonder why I chose a profession with a permanent seat under the bus. (I have stories. Many stories. We’ll get to those later.)

But back to the point: managing projects is tough. After 15+ years navigating industries, sectors, big projects, small projects, and technical and non-technical work, I’ve learned a thing or two. Most of those lessons came the hard way—after the bus ran me over. But those experiences gave me scars, wisdom, and a deep love for helping others who find themselves managing projects, even if “project manager” isn’t in their job title.

The Magic of Reframing Work as a Project

One of the most rewarding parts of my career has been helping people see their work differently. I’ve watched light bulbs go off in a single two-hour training session or after just a few one-on-ones. Suddenly, someone who felt stuck now has a path forward—not because they got a certification or a fancy new title, but because they reframed their work as a project.

Once you see your work as a project, you can apply a project management framework. And that, my friend, is where the magic happens. With a framework, you’re no longer winging it—you have organizing principles, best practices, and, most importantly, structure. You start identifying gaps in your approach. You recognize stakeholders you need to engage. You realize, “Wait… I was supposed to plan things? And assess risks? And communicate... the entire time?!”

Yes. Yes, you were.

But once you get it, you become more efficient, more effective, and—best of all—people notice.

Thinking in Frameworks

Why are frameworks such a game changer? Because they turn chaos into clarity. When you apply a framework to your thinking, ideas stop slipping through your fingers like fairy dust. Suddenly, things connect. Everything has a place. It’s structured, not ambiguous.

Rignar Pitla on The Medium describes framework thinking as a way of seeing the world through patterns, connections, and underlying principles. Instead of approaching problems in isolation, framework thinkers see how things fit together. Aristotle summed it up best: "The whole is greater than the sum of its parts."

Why Out of the Paper Bag?

That brings me to this blog. I’m calling it Out of the Paper Bag because my goal is simple: take everything I’ve learned as a project manager and serve it up in the most accessible, practical way possible. No boring jargon (ok maybe a little jargon). No overwhelming theory. Just real, lived-out lessons that can help you manage your way out of confusion and into project success.

And because life itself is one giant project, I’ll share tips for managing that, too.

So, if you:

✅ Feel stuck in the “paper bag” of overwhelm when managing projects…

✅ Want to handle projects (and life) more easily and confidently…

✅ Are just wondering why I’m so obsessed with paper bags…

Stick around! Follow Out of the Paper Bag here on the blog and our socials for practical tips, insights, and real-world lessons you can apply immediately—helping you manage projects more effectively and see real results.

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Disclaimer: The views and opinions expressed in this blog are solely my own and do not reflect the views, positions, or policies of my employer, DLA Piper. The content is for informational and educational purposes only and should not be considered professional or legal advice.