The "3 Whys" and its Power in Scope Control and Management

One of the most successful tools in your PM toolbox should be your "3 Whys".

It is a conscious process of not advocating your thoughts or countering an idea until you have been able to at ask your client aat least 3 Why questions.

An example scenario is when your client would ask you to add something in scope.

A series of Why questions can be the following set and all of them will help you to a)understand your client's motivations in making the request, b)determine the perceived value of the request from the client's perspective and c)give you sufficient knowledge to start a negotiation discussion if need be.

1. Why do you want to add that to the project's scope?
2. Why do you think that by adding it it will add value to the project's outcome?
3. Why do you think that by not doing it we will jeopardize the success of the project?

There are several PMs who rush to a decision or conclusion when a change in scope is requested without fully evaluating the true nature of the request and if it can truly benefit or not a project and its outcome.

By asking at least 3 Why questions (and more if need be), you will not only place yourself in a better position to assess the request but it will also give your client that reassurance that you are interested in more than simply execution.

It is a well known fact that one of the common questions in the PMP exam is the question of what should a PM do when a scope change is being requested. Remember - the most no-no answer is to simply say no.

A good PM should always assess the impact first of the request and the "3 Whys" gives you that good start.

The Lion, The Witch and the Project Manager (How to Manage Scope Creep)

The Lion - the stakeholders who roar the most and try to add scope without willing to add resources or bend to new schedules. They hope that since they are the supposed Kings of the Jungle - the only thing they need to do is roar loud enough and whatever wish they have will come true. They sometimes also go by the names of sponsors or key stakeholders.

The Witch - the stakeholders who brew several potions or stories to get you to support the scope addition and with her magical spellcasting, she tries to have you understand that what she wants is truly as natural as breathing and that to not support it is foolishness. She also uses her craft to convince you that the natural addition should not result in any schedule or cost changes. They sometimes go by the names end-users or business partners.

The Project Manager - the lone knight who has to protect the project and the team from the Lion and the Witch and what is the secret weapon you say? The Sword of Truth.

As a project manager, we all know that adding scope cannot have a zero effect on the other constraints, you can minimize them but zero impact is rare, most notably impact to schedule and costs. By stating the truth, the Lions can be silenced and the Witches can be bound.

Question the benefit vs costs of adding the request to scope. Ensure all stakeholders are aware of the impact of the addition and ensure that if the addition is agreed upon - that the decision was not made because the Lion roared nor because the Witch spellcasted but with full clarity powered by the Project Manager's truth.