As a general rule, we do not sign AMSs that last longer than one year. What for? Suppose you sign a two-year MSA, indicating that the client can break up the relationship at any time, but you can`t. You sign the MSA anyway because you were too lazy to consult a lawyer to make sense of you. Then run a SOW for a big project that lasts a year, and everything goes well. Based on this positive experience, you agree to sign another SOW for an even bigger project. Remember that you are still governed by the MSA you signed a year ago. Say that during the second project, the person you enjoyed working with on the client page goes and is replaced by someone you can`t work with. After trying everything to make the project work, you decide to withdraw. Well, that`s a shame.
The MSA says you can`t. Have fun with it! There is no way to make a statement about the work, but whether they have five or fifty pages, they do the same thing and define the parameters of the project so that everyone knows the limits of the project. You have to find a balance to be just detailed enough; Develop a volume of work that is fast to produce, robust yet flexible, without creating something so gigantic that it takes you two weeks to produce. The SoW (Work or Scope Of Work Statement) is one of the best and worst weapons in a project manager`s arsenal of tools. It`s better because a work statement (SoW) is so often the only piece of documentation that protects you from a world full of difficulties. And a declaration of work can be the worst, because it`s a lot of work to produce – and even a tiny mistake can have a huge impact. Don`t overlook the value of a work list for internal projects. While you don`t need a customer connection, it`s worth having one for you and your team. It will set expectations for your team and define the tasks and results they will need to accomplish. This doesn`t have to be a formal explanation of the work, like the ones you could create for a client, but having some sort of SoW in place is beneficial for the whole team. In the end, they are very similar.
It all comes down to saying that the project charter determines who is running the project and who has decision-making power, whereas the broadcast statement does not. When you say that kind of thing, it means that they know it is not really included in the scope of the project, and you have to remind them. Refer to the work instruction and help them understand that what they are asking for was not included. Put the ground rules on it. Use project domain instructions to explain mutual expectations and explain what needs to be met for the successful execution of the project, specifying what is included and what is not. It`s a good idea to take notes for your testimony of the work in the ball park estimation phase. Then start with the documentation as you create the budget estimate, so you get all the information you need to quickly send the work instruction to the client to unsubscribe.