The First Slide That Saves You From Trouble
One of my former colleagues used to make jokes about my very first slide in every project kickoff document. Always the same title: “Object and Scope”. He found it funny… at first. Later, I suspect he understood why I was so stubborn about it.
That slide is not decoration. It’s the one that clearly states what is included and what is out of scope. It’s the one that prevents misunderstandings, protects relationships, and manages expectations from day one. It’s the slide that, if done well, becomes your insurance policy for the entire engagement.
Why it matters more than you think
In consulting or advisory work, we all know the temptation to “just start working” and leave the details for later. Big mistake. Later is usually when conflicts arise.
Scope is not just a technicality; it’s a shared understanding. It sets the boundaries of your responsibility and the customer’s expectations. If either side assumes something different from what’s written and agreed, you’re sitting on a time bomb.
A real example: when scope was unclear
A customer was working with an external consultant on a critical operational transformation. One day, a key person from the customer’s team resigned unexpectedly.
The consultant’s immediate question was:
“What are you going to do?”
The customer was taken aback — almost offended. He expected the consultant to present scenarios and mitigation plans, not to ask him for the next move.
The conversation got tense. It nearly ended the relationship — and not on good terms.
So here’s the uncomfortable but necessary question:
- Was preventing staff turnover part of the consultant’s scope?
- If yes, then that scope included proactive work: identifying risks, anticipating scenarios, and preparing responses.
- If no, then the consultant’s role was purely reactive, stepping in only after events happened.
Neither position is inherently wrong — but if you don’t define it clearly at the start, you’re heading for trouble.
The takeaways
- Agree and sign the scope — before any work starts.
- Be explicit about what’s included and excluded — don’t leave “obvious” assumptions floating in the air.
- Clarify the approach — is it proactive (scenario planning) or reactive (problem-solving as issues arise)?
- Leave no room for doubt — any uncertainty about the content or its interpretation should be resolved before the first invoice, not during a crisis.
Every consulting or advisory engagement should start with that “Object and Scope” slide. Call it what you want. Put it in your own format. But make sure it exists, is agreed upon, and is signed.
Because that first slide might feel boring on day one, but it’s the one that could save the relationship on day 100.
