How We Scope an Engagement
A well-scoped engagement prevents misaligned expectations. Here is our process from first call to signed scope document.
Scoping is where most consulting engagements succeed or fail. Too loose, and the project expands until both parties are frustrated. Too tight, and important work gets left out. The goal is a scope document that both sides understand, agree to, and can hold each other accountable against.
The Discovery Call
Every engagement starts with a thirty-minute call. I am listening for three things: what problem they are trying to solve, what they have already tried, and what constraints they are working within (budget, timeline, internal resources). By the end of the call, I know whether this is a project we can help with.
The Assessment Phase
If the project is a fit, we move into a short, paid assessment — typically one to two weeks. We map their current systems, document their workflows, identify gaps, and produce a findings report. The report includes a recommended solution, a phased implementation plan, and a cost estimate.
The Scope Document
The scope document is specific. It lists every deliverable, every milestone, and every assumption. It defines what is in scope and — just as importantly — what is out of scope. It includes a change order process for when scope needs to expand. Both parties sign it before work begins.
Living Scope
Scope is not static. As the project progresses, requirements evolve. The key is that every change goes through the change order process: what is the new requirement, what is the impact on timeline and cost, and do both parties agree? This discipline keeps the project on track without preventing necessary adjustments.