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.