WHAT Definition means

Just for kicks ….

Def·i·ni·tion /defəˈniSH(ə)n/ – to determine or identify the essential qualities or meaning of, to fix or mark the limits of, to make distinct or detailed especially in outline.^[1]

That obviously was a wisecrack (who wouldn’t want the definition of ‘definition’?), but we can still glean and apply a dictionary’s description of the word ‘definition’ to your Capstone project. The Definition phase is all about carving out what the real business problem is and subsequently, what the expectations are around solving the problem.

WHEN Definition Happens

This step or phase happens after the Discovery phase. It’s also something you don’t want to have to do often or iteratively because you can’t start any analysis and you definitely don’t want to start solutioning before the actual business problem has been defined.

WHO Definition Involves

The Definition phase entails you and your chosen client working together to set a boundary around the business problem that will be solved. Typically, you can expect to be engaging with the project sponsor, process owners (managers), those who participate in and complete the given process, and any other stakeholders who have a vested interest in your project.

WHY The Definition Phase Is Important

How do you know when your team’s work has been successful? At what point is it safe to say that you’ve met the client’s needs? How do you know which processes and departments should be involved in your project? The answer to all of these is quite simple – you need to first have a clear definition of the problem you’re trying to solve. The Definition phase sets the tone (and often the pace) of the rest of your project.

HOW to Navigate Through Definition

Find a client to partner with – check ✔

Determine a project to work on – check ✔

Now that you’ve cleared through the Discovery phase, it’s time to build the blueprint that the remainder of the project will be based on. During this phase, your group will determine the following:

• Project scope
• Problem definition
• Client expectations
• High-level requirements/business needs

You and the client will formalize the project by including the outcomes of these activities in a Statement of Work (SoW). As Chapter 3 explained, the SoW acts as a binding contract between your group and your client. It is extra important to be in alignment with your client during this phase, agreeing on the expected/desired outcome and accomplishments over the project lifecycle.

With your primary client contact, define the individuals and stakeholders that are appropriate for the project needs. For the best results, engage the potential stakeholders early to help them understand their involvement and the time commitment. Stakeholders can include directors, management, users of the information system(s), and others that are impacted by the specific process. Rarely are projects completed with only one stakeholder at the client company. Expect to connect with up to 7 stakeholders. Note, if you have more than 10, this is a red flag that you may be trying to solve a problem that is too large.

Be cautious and be aware of potential red flags around the problem topic area as well. A client may approach you with a problem, but be critical of understanding it before agreeing. A red flag to look out for is if the process being focused on is too large, or crossing multiple systems. If this is the case, consider zooming in on a single sub-process that is problematic and can be improved given the Capstone course constraints (time, effort, ability).

For the sake of both your group and the client, be diligent in clarifying the project expectations and deliverables. This is critical to avoid surprises along the way and unmet expectations at the conclusion of the project. Be clear on what will be done and even more clear about what won’t be done, and hold the client to it as per the contract you’ve signed with them. If new requests arise during the project, refer back to the SoW with the client and discuss accordingly. “Be careful not to over-promise at this stage. Once you set an expectation, you must do your very best to meet it or exceed it.”^[2]  Many teams before you have fallen into the trap of thinking that the client will automatically figure out that the team wouldn’t be involved in the implementation of the project. Don’t be like those teams!

Once you and your primary contact are aligned on expectations, it is recommended to have a kick-off meeting with all stakeholders. This meeting will allow the team to come together and review the project details. Use this meeting to ensure responsibilities are clear and agreed upon. It is also an excellent opportunity to receive input on high-level requirements, foreseeable challenges that may be encountered, and any noteworthy changes happening within the  company.

At the end of the Definition phase and after the kick-off meeting, there should be a sense of momentum as the Analysis phase is set to begin. The mission is clear, the stakeholders are onboard, and it’s time to absorb yourself in research and data to investigate the problem.