Playbook

Use it at the very start, before planning or discovery begins. The main outcome is a shared understanding of the opportunity and a clear decision about fit. Most teams complete this in 2 to 3 one-hour conversations. 

What it is

This play is a set of early conversations with the people requesting the work.

You use it to understand why the engagement exists, what problems they want to solve, what outcomes they expect, and what constraints may shape the work. You also assess whether the team is ready to work in a human-centered way, with discovery, iteration, shared ownership, multiple doors, and access to people and systems.

The output is a short scoping document or set of notes that capture the project context, constraints, working expectations, and fit.

Use this play when a new request comes in and you need to decide whether to move forward.

Do not use this play after the work is already fully defined, funded, and staffed. At that point, this is no longer a scoping conversation. 

How to use it

Who you'll need

• One facilitator or person responsible for this work
• Project sponsor, service owner, or team lead
• Other decision-makers, if needed 

What you'll need

• 2 to 3 one-hour conversations
• A shared document for notes
• Any existing background materials 

Steps

1. Understand the request

   Start by learning why this engagement exists and what triggered it.

   If needed, briefly explain how your team works. This can help set expectations before going deeper. For example, you might present a short overview of your approach to discovery, iteration, and shared ownership. Then ask:

   • Why is this work being requested now?  
   • What service areas or bureaus are involved?  
   • Who are the impacted customers and stakeholders?  
   • What problems do they believe they need to solve?  
   • What outcomes are they hoping for?  
   • What has already been tried? 

2. Clarify the boundaries

   Define scope and constraints. Ask:

   • What is in scope?
   • What is out of scope?
   • What timeline are they working toward?
   • What risks do they already know about?
   • What budget or staff limits matter?
   • What regulatory, process, or other constraints exist? 

3. Assess the working model

   Understand how the team expects to work and if it fits the approach. Ask:

   • Are they open to discovery and iterative delivery, or expecting a fixed solution?
   • What is their risk and experimentation tolerance?
   • Who will make decisions?
   • How often do they want updates?
   • What communication channels do they prefer?
   • Can they provide access to staff, users, systems, and leadership?
   • What's their willingness to work in the open? 

4. Document what you learn

   Write clear notes in plain language. Capture:

   • Why the engagement exists
   • The problem and intended outcomes
   • Key constraints
   • Working expectations
   • Open questions or risks 

5. Decide whether to move forward

   Review your notes and decide if the engagement is a good fit. Be clear about:

   • Whether to proceed
   • What conditions must be true to proceed
   • What still needs to be clarified 

What to produce

A short scoping document or notes that capture:

• Project context
• Intended outcomes
• Key constraints
• Working expectations
• Fit assessment 

What decisions you'll make

• Whether to take on the engagement
• What conditions must be in place to succeed
• What needs to be clarified before moving forward 

You're done when

• You understand why the engagement exists and what outcome is expected.
• The main constraints, risks, and scope boundaries are documented.
• Decision-making and ways of working are clear.
• Your team can clearly say whether the engagement is a good fit. 

Resources

• How we work (quick overview) 
  A short presentation you can share before scoping. It explains how your approach is different from the usual process.
• Scoping template (MS Word) or Scoping template (PDF)
  A template to collect key details and decide if the project is a good fit for both sides.