Even when people have agreed to a course of action, sometimes things still fall apart. There are all sorts of reasons, but one very common place things go awry is misunderstanding the current scope of a project or initiative. When I’m helping people navigate this issue, I focus and align using levels of scope:
- Strategic / This level is the big picture. The 30,000 ft. view. It includes long term strategies and desired future states. This is the “why” of your work.
- Procedural / This is the systems level stuff, which includes process and structure. This is the “how” of your work.
- Tactical / This level consists of the details. The granular to-dos and tasks, the day-to-day. This is what some people call the weeds.
These levels build from one to the next. A solid strategic level makes it easier to choose the right processes and tactics for success.
If a project feels confusing, you may be trying to do all of the things at once, or parts of your team may be prioritizing different levels. It is only natural to want to finalize processes and create action plans if you are typically tasked with carrying out the day-to-day work. But this is very hard to do if big decisions are still being made at the strategic level. It can lead to confusion and extra work, as one new decision at the strategic level may point toward different processes or tactics.
Just the simple act of talking about your current zoom can give people clarity and avoid some project headaches. If you need to refocus efforts, be specific that you are going to ladder up or down to another zone.
These conversations can help you understand what resources, people, and time are needed for each particular phase. Depending on how your organization is structured, different people may be the primary drivers of a project as it moves from one level to the next. Noting these hand-off points can be critical for empowering people in their work.