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Strategy SMs+, how do you approach effectively scoping your strategy projects to the right level of detail to support both scope management and flexibility to meet evolving client needs?

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I sometimes try to infuse language like " up to # interviews" or "no more than # scenarios" that way you can do none or one and it still fulfills the contractual requirement.

Think about what will take up time and won't be impacted if there are more people working on it. Limit those things with hard figures. Include time for early reviews with clients and be a hardass on the client requirements. All of my contracts explicitly stated we are depth and time dependent on receiving certain types of information/access to people to complete our work.

Focus on the outcome you're driving in your scope, rather than the detail of the activities required to do it. This gives a little wiggle room in approach while keeping you held to the outcome (e.g. product go to market strategy supported by 18-month roadmap milestones).

You can also use a definition section in contracts, especially if you're potentially using subjective terms in the contract that mean different things to different people.

Above all else - the contract should be the floor of what you will deliver, and your relationship with the client sets the expectations for the ceiling.

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Personally, I like more open-ended SOW activities/deliverables to allow for evolving needs, but I'm facing increasing pressure from corporate to lock scope tight and manage via CRs, similar to how my practice handles tech projects. Interested in others' perspectives here.

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Honestly this is a major burn out point for team level folks (consultants and managers) as we have to constantly work more and more because the scope keeps getting bigger for the same contract price which doesn't allow anymore resources. Just a point of view around why corporate is making you lock in activities and scope for each contract rather than open ended contacts.

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