New Uses for an Old Tool
Published January 2020
I was first introduced to a scope matrix almost 20 years ago during Six Sigma Black Belt training. The tool was introduced as a very simple, yet powerful, means for guarding against scope creep. I’ve used it religiously ever since when creating a project charter, regardless of how I’ll be addressing the issue (Six Sigma, Rapid Improvement Event, A3, project management, etc.).
The tool is genius in its simplicity, consisting of just two columns labeled “IN” and “OUT.” My experience is that roughly 90 percent of various aspects associated with a project can be clearly identified within the two columns prior to the project. Perhaps 10 percent ride the fence and require learning that occurs during the project to confidently ascertain whether or not they land inside or outside the scope.
About five years ago, I recognized that the same clarity which the scope matrix provides for projects would be beneficial for meetings. This makes it easy for participants to identify when the meeting has veered off course. An example of a scope matrix for a daily 10-minute (or less), stand-up huddle is shown below. This would likely be posted in the huddle location, along with perhaps the standing agenda and ground rules.
More recently, I’ve found the scope matrix to be useful during strategic planning. Identifying strategies means establishing a decisive allocation of resources. Typically, organizations are pretty good at identifying what they will focus on. Equally important is identifying what they will not focus on … or stop. This creates the capacity to truly focus on the “IN” column. Adding a column labeled “Categories” encourages leaders to consider various aspects of the organization, especially those outside of their area of expertise. An example is shown below:
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