Episode transcript The transcript is generated automatically by Podscribe, Sonix, Otter and other electronic transcription services.
Ricardo (4s): Hello, everyone. Welcome to the five minutes. PM Podcast today I like to discuss one topic that I already recorded a video and a couple of podcasts about it's the concept of Assumptions and restriction's. So we need to just one understand this restrictions are all factors that limit my options. For example, I have a Restriction I can only do not work at night. I have another Restriction my budget is that only up to $1 million. It means I don't have options on that. When I go to the Assumptions, it's a little bit different because Assumptions are fact that I am assuming that they are true, but I can not control them completely.
Ricardo (52s): For example, tomorrow it will not rain. So we will not have problems developing my work tomorrow or maybe, oh that supplier will deliver the package or the service I'm expected on that date. So I don't have control. So every single assumption becomes a risk. And one of our colleagues who he has good me, this question, he is name is Philippe. He asked me, where should I include the assumptions and the restrictions? Should I put them on the project charter or on the scope? Statement and I want to give two answers to them. First one is one time. The answer is much more by the book.
Ricardo (1m 33s): Okay. And trying to explain this two documents and do the other one. It's more, my life I've experienced. So let's go to the first one. So you need to understand that the project Charter, he's like a birth certificate of your project. Usually it's a very simple Document and it's a document that recognize that a Project exist inside and organization or inside a government agency. And usually it has the name of the project manager, some ideas about that. Project so we usually its a one, two page document, very simple and direct. So we have very high level.
Ricardo (2m 12s): Then the scope Statement I want to present to you as something like that. It's like the feedback that the project manager and her or his team are providing back to this is sponsoring group. So it's a much more detailed and explain how the plan to undertake the work today. You delivered a product of service of the project. So technically you should include the assumptions and the restrictions on this Document of course the first thing you need to understand that they Scope Statement is not something written on stone.
Ricardo (2m 54s): You need to understand that with this volatile environment, one thing that you need is to and change things fast. So if you identify a, not an assumption, you need to include this assumption. So it's alive in document, of course the frame of this Document will not change or otherwise you are changing the DNA off your project, but new information receive it can leverage you're Project can make you aware off things that can change how you should proceed with your project. But then I want to ask you and reflect with you on the second topic is a, is it really important?
Ricardo (3m 38s): Does it really matter if you should put this in one document or an order, or if you should use this specific names and then I need to share with you my own experience. In many, many cases, I did a single document for the project Charter and the scope Statement was this a crime according to the rules. And let me be honest with you. What is a crime is not deliver the project. So you need to identify everything you need to do that will deliver the value you need, or you don't. As the project manager, you're a role is not produced paper.
Ricardo (4m 20s): So don't waste your time trying to say, Oh, by the book, we should do this. Or we should do that. Understand that you need to adapt the way you manage your project, according to the maturity of organization. But to learn it, you have your team or kind of Project. So maybe all of this can become a canvass, all of this document's or maybe all the documents must become a very complex Document it depends. It, this product management is not mathematics. There is no sharp and precise answer. So Philippi, if I can advise you on where you should focus your attention, it's how I can identify the right Assumptions and the right restrictions where you want to put them, honestly speaking, it doesn't matter too much.
Ricardo (5m 11s): You know, if you know where they are, if you're team knows where the, or if you want to create a as an insulated Document, if you want to integrate bullies, just do it, it just do it. Do you know what really matters is the information in the Valley of everything you've created for your team in your sponsoring group? Does this is what matters. So don't wait your time trying to figure out what the rule prescribes to us. Okay? Focus on the result of your project. And this is what really matters. Okay. I hope you enjoy this podcast and see you next week with another five minutes to be on podcasts.
