1.1 Project Scope Define

Defining the project scope means stating clearly and in writing what an interior design project will deliver and what it will not: the spaces involved, the work to be done, the products and services to be provided, the standards to be met, and the limits of time, budget and responsibility. A well-defined scope gives the client, designer, contractors and suppliers a shared understanding of the project, forms the basis for planning, costing and contracts, and protects everyone against misunderstandings and uncontrolled growth of work. Example: for the refurbishment of a SACCO's ground-floor banking hall, the scope statement lists new counters, partitions, ceilings, lighting, flooring and loose furniture for the hall and two offices, excludes the upper floors and external signage, and states that work must be done over weekends so the SACCO can keep serving members.

1.1.1 Elements of a scope statement

A scope statement is the document that records the project scope. It must be specific enough that anyone reading it knows exactly what is included. Example: a designer for a dental practice's new branch writes a scope statement that names every room to be fitted out and the equipment the client will supply separately.

Elements

• Project objectives: The goals the project must achieve, such as creating a welcoming, efficient reception that seats 20 patients.
• Project description: A short description of the spaces, size and nature of the work.
• Deliverables: The tangible outputs, such as concept designs, drawings, specifications, furniture, finishes and the completed fit-out.
• Inclusions: The specific work and items included in the project.
• Exclusions: Work and items clearly not included, to avoid assumptions.
• Constraints: Limits such as budget, completion date, working hours and building rules.
• Assumptions: Conditions taken as true for planning, such as access to the site on agreed dates.
• Acceptance criteria: How completed work will be checked and approved.
• Responsibilities: Who does what, including client-supplied items and other consultants.

1.1.2 Project scope and product scope

Scope has two related parts: the product scope describes what the finished interior will be, while the project scope describes the work needed to produce it. Both must be defined. Example: for a university hostel common room, the product scope is the finished lounge with seating, study tables and a kitchenette, while the project scope includes surveying, designing, procuring, installing and handing over.

1.1.3 Sources of information for defining scope

Scope is built from information gathered from the client and other sources. Missing information leads to gaps that cause changes and disputes later. Example: a designer for an insurance company's new floor reviews the client's brief, staff numbers, brand guidelines and building rules before writing the scope.

Sources of scope information

• Client brief: The client's stated needs, goals, preferences and budget.
• Client meetings and interviews: Discussions with the client and key users to clarify needs.
• Existing drawings and surveys: Plans and measurements of the space.
• Building owner or landlord rules: Restrictions on alterations, working hours and finishes.
• Regulations and standards: Fire, accessibility, health and safety requirements.
• Organisation's policies and brand: Corporate standards for furniture, colours and signage.
• Previous similar projects: Lessons and benchmarks from comparable projects.

1.1.4 Work breakdown structure

A work breakdown structure (WBS) divides the total scope into smaller, manageable parts called work packages. It ensures no work is forgotten and provides a framework for scheduling, costing and assigning responsibility. Example: the WBS for a hotel restaurant fit-out breaks the project into design, procurement, site works, furniture and handover, each divided further into specific tasks.

Example of a WBS for an office fit-out

Principles for preparing a WBS

• Cover 100% of the scope: Every item of work must appear in the WBS, and nothing outside the scope.
• Use deliverable-based packages: Organise packages around outputs rather than people.
• Break down to manageable size: Divide work until each package can be estimated, scheduled and assigned.
• Avoid overlap: Each piece of work appears in only one package.
• Number packages: Use a numbering system for easy reference.

1.1.5 Procedure for defining project scope

Defining scope follows a logical sequence from gathering requirements to getting the client's formal approval. Example: a designer for a family-owned pharmacy chain follows these steps to agree the scope for refurbishing three branches.

1. Receive the client's brief: Record the client's needs, goals, budget and timeframe.
2. Clarify requirements: Hold meetings to clarify uncertainties and priorities.
3. Review the existing space and constraints: Note the size, condition and limits of the space and building rules.
4. List deliverables: Identify all design documents and physical outputs to be provided.
5. Define inclusions and exclusions: State clearly what is and is not part of the project.
6. Record constraints and assumptions: Write down budget, time and other limits, and assumptions made.
7. Prepare the work breakdown structure: Divide the scope into work packages.
8. Set acceptance criteria: Agree how work will be checked and approved.
9. Write the scope statement: Combine all information into one clear document.
10. Obtain client sign-off: Have the client approve the scope statement in writing.

1.1.6 Scope creep and scope control

Scope creep is the gradual, uncontrolled addition of work to a project without matching changes to budget or time. It is one of the most common causes of overruns in interior projects. Scope control prevents this by handling every change through an agreed process. Example: during a restaurant fit-out, the owner keeps asking for "small" extras such as extra shelving and lighting, which together add two weeks and Ksh 400,000 until the designer introduces formal change requests.

Causes of scope creep

• Unclear initial scope: Vague statements leave room for differing expectations.
• Client changes of mind: New ideas or preferences during the project.
• Missed requirements: Needs not identified at the start.
• Informal agreements: Accepting changes verbally on site.
• Gold plating: Adding features the client did not request.

Steps for controlling scope changes

1. Receive the change request in writing: Record what is requested and why.
2. Assess the impact: Work out the effect on cost, time, quality and other work.
3. Present the impact to the client: Explain the consequences clearly.
4. Obtain approval or rejection: Get the client's written decision.
5. Update project documents: Amend the scope, drawings, schedule and budget.
6. Communicate the change: Inform the team, contractors and suppliers.

Worked example: effect of a scope change on cost

New project cost = original cost + cost of added scope

An office fit-out is priced at Ksh 4,800,000. The client adds a 25 m² meeting room at Ksh 38,000 per m².

Cost of added scope = 25 × 38,000 = Ksh 950,000

New project cost = 4,800,000 + 950,000 = Ksh 5,750,000

Percentage increase = (950,000 ÷ 4,800,000) × 100 ≈ 19.8%