Before you plan time or cost, you need to know exactly what you will deliver. You start by collecting requirements from stakeholders, then write a scope statement describing what the project includes, and also what it excludes.
Stating what is "out of scope" is as important as what is in scope, because it prevents misunderstandings later.
Next you break the work down with a Work Breakdown Structure (WBS): start with the final deliverable at the top, split it into major parts, then split each part into smaller ones, until you reach "work packages" small enough to estimate in time and cost and assign to an owner.
A key rule: the WBS must cover 100% of the project work, no more and no less. If it isn't in the WBS, it isn't project work.
💡 Key points
- Collect requirements first, then write the scope statement.
- State clearly what is out of scope.
- Break work down into small packages you can estimate and assign.
- The 100% rule: the WBS covers all the work and nothing else.
🌍 Real-life example
"Organize a conference": split into venue, speakers, registration, marketing, and catering. Then "catering" splits into menu, supplier contract, and table layout. Each of those is a work package with an owner.
📖 Key terms
| English | العربية |
|---|---|
| Requirements | المتطلبات |
| Scope Statement | بيان النطاق |
| Work Breakdown Structure (WBS) | هيكل تجزئة العمل |
| Work Package | حزمة عمل |
| Out of Scope | خارج النطاق |