Guerrilla Project Management

Seven Steps to Writing Effective Statements of Work

Samad Aidane, PMP

Guerrilla Project Management.com

Copyright and Legal Disclaimers

All contents are copyrighted, 2010, by Samad Aidane. All rights are reserved. No part of this document or accompanying files may be reproduced or transmitted in any form, electronic or otherwise, by any means without the prior written permission of the author. This eBook is presented to you for informational purposes only and is not a substitution for any professional advice. The contents herein are based on the views and opinions of the author and all associated contributors. While every effort has been made by the author and all associated contributors to present accurate and up-to-date information within this document, it is given that technologies rapidly change. Therefore, the author and all associated contributors reserve the right to update the contents and information provided herein as these changes occur. The author and/or all associated contributors take no responsibility for any errors or omissions when such updates occur to this document. The author and all other contributors accept no responsibility for any consequential actions taken, whether monetary, legal, or otherwise, by any and all readers of the materials provided. It is the sole responsibility of the reader to seek professional advice before taking any action on their part. Readers results will vary based on their skill level and individual perception of the contents herein, and thusly no guarantees, monetarily or otherwise, can be made.

Seven Steps to Writing Effective Statements of Work

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Table of Contents
Introduction ........................................................................................................................ 4
Overview ..................................................................................................................................... 4 What is a Statement of Work (SOW)? ............................................................................................ 4 What are the Benefits of a High-Quality SOW? ................................................................................ 5 Why is the SOW so Important? ...................................................................................................... 6 SOW Writing Process .................................................................................................................... 7

Step 1: Plan ......................................................................................................................... 8

Establish a Preliminary Scope Statement ........................................................................................ 8 Forming the SOW Development Team ............................................................................................ 9 Preliminary Planning Meeting ....................................................................................................... 10 SOW Development Schedule ....................................................................................................... 12

Step 2: Format the SOW ..................................................................................................... 14

The Basic Components of a Statement of Work (SOW) .................................................................. 15

Step 3: Collect and Analyze Requirements ........................................................................... 17

Phase 1 - Plan and Discover ........................................................................................................ 17 Phase 2 Analyze and Design ..................................................................................................... 18 Phase 3 Configure and Develop ................................................................................................ 18 Phase 4 Test and Train ............................................................................................................ 19 Phase 5 Deploy and Optimize ................................................................................................... 19 Other Things to Consider ............................................................................................................ 20

Step 4: Conduct Market Research ........................................................................................ 20 Step 5: Compile and Categorize the Work to be Done ........................................................... 21 Step 7: Finalize the SOW .................................................................................................... 25 Final Thoughts .................................................................................................................. 26

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Introduction
Success is the result of good judgment; good judgment is a result of experience; experience is often the result of bad judgment.

Tony Robbins

Overview
As the global economy slows down and executives move to trim costs and improve efficiency, organizations are required to do more with less under increased competitive pressure. To keep up, organizations increasingly turn to external vendors to expand their own capabilities and gain a competitive advantage. Effective vendor management is fast becoming a competitive advantage. In the future, we will only see this trend continue as globalization and competitive pressures increase. The first step in ensuring successful partnerships with vendors is a well-written Statement of Work (SOW). A well-written SOW can prevent disagreement, misunderstanding, and potential disputes between you and your vendors. A well-written SOW resolves many conflicts about the expectations of the work to be performed, before they even arise. This book breaks down the process of developing effective SOWs into seven steps. It will discuss several key elements that should be contained in a SOW and address important ideas to consider when writing it.

What is a Statement of Work (SOW)?

The SOW establishes a contractually binding legal agreement between your organization and a vendor. A vendor may be a product vendor or a service provider. The SOW is usually an attachment to a vendor contract or a memorandum of understanding. It is read and interpreted by many people with diverse backgrounds

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such as software developers, testers, business analysts, lawyers, accountants, purchasing specialists, and others. Therefore, make sure your SOW is written in language that can be easily understood by technical and non-technical readers during contract negotiations, as well as throughout the project lifecycle. Preparation of an effective SOW requires both an understanding of what needs to be done and how success will be measured. It should accurately describe: what work will be done and by whom, when it will be done, how the quality of the end product or service will be measured, and how much it will cost.

The SOW also specifies deliverables, milestones, and time frames.

What are the Benefits of a High-Quality SOW?

An initial investment of time and effort to develop a high-quality SOW brings you the following benefits: Allows your vendors to clearly understand what needs to be done and to accurately cost or price their proposal. Provides the vendors with all the information they need to prepare a higher quality technical proposal. You dont want your vendor to guess or make assumptions that will eventually prove to be invalid. Serves as the basis for evaluating vendor technical and cost proposals. If you have to select from multiple vendors, a quality technical and cost proposal will give you the basis for making the right vendor choice. Once the project starts, it eliminates or reduces the need for change orders, which can increase the cost of the project to your organization. A complete SOW should contain all the components you will need to deliver a successful project. Allows you to assess your vendors performance and reduce claims and disputes.

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Why is the SOW so Important?

Once the project is underway, the SOW is typically the only contract document that you and your vendor will use to guide the day-to-day work of the project. You will refer to it to clarify agreements, and use it as the basis to settle differences with your vendor, which naturally arise during the course of the project. For example, a quick review of the SOW should settle a debate about what is in and what is out of scope or who is responsible for what. The current economy is forcing vendors to re-organize, cut staff, and re-think their strategies. These changes have the potential to impact projects in progress. How do you make sure that yours is not affected? In the case of a conflict or legal dispute with your vendor, would your SOW withstand serious legal scrutiny? Unfortunately, writing SOWs does not receive the focus and attention that it deserves. Resolving differences with your vendor, under a poorly written SOW, puts you in a very challenging and compromising position. This often forces you to either pay your vendors more than you originally budgeted or to accept less than optimal performance and deliverables from your vendors.

Tip: Most vendors have a sales team and a delivery team. These
two groups are assessed and rewarded differently. The sales team is rewarded based on how much they sell. The delivery team is rewarded based on how much actual profits they earn. These two teams often dont talk to each other until the contract with the client is signed. Too often, thats the first time the delivery team is engaged and learns about what the sales team promised the client. Dont negotiate the SOW with only the vendors sales team. Guerrilla Project Management
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Insist that the vendors project manager, who is usually from the delivery team, be at the negotiation table. This way, the delivery team has a chance to provide its input before the contract is signed. While this may not eliminate all surprises down the road, it will at least prevent some of them.

SOW Writing Process

There are many ways to approach writing a SOW. This guide will follow seven steps that will lead you through the process of writing any SOW. The following diagram outlines these steps at a glance.

The seven steps, in detail, are: Step 1: Plan Identify the objective of the SOW, assemble your team, and develop a preliminary timeline for completing the SOW. Step 2: Formatting the SOW Decide how you will organize your SOW so you can assign research and drafting tasks to the appropriate members of your team. Step 3: Collect and Analyze Requirements Identify all the requirements and deliverables that the SOW will address. Step 4: Conduct Market Research

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Find out whats available in the market so you know what to ask for and how much it should cost. Step 5: Compile and Categorize the Work to be done Organize tasks, deliverables, and milestones in a meaningful order taking into account the needed resources, dependencies, and constraints. Step 6: Write the SOW Draft versions of the SOW and circulate them for review and feedback. Step 7: Finalize the SOW Complete the SOW development process by seeing that all the required authorities within your organization and the vendors approve the final version.

Step 1: Plan
Establish a Preliminary Scope Statement
Start the SOW writing process by identifying and capturing in a document the highlevel objectives or purpose of the SOW. At this point, you will not have enough information, so make sure that you collect all the different ideas that the stakeholders have about the outcome of the project. As you talk to your stakeholders, ask questions whose answers will give you a sense of the magnitude of the work to be performed. It is critical to also define what work is not part of the SOW. This information will eventually be refined and included in the Scope of Work section of the SOW document, which will be covered later in this document. You should also collect background information that will help you clarify the needs that the project must satisfy. If your organization uses business cases or other documents to justify projects and secure funding, then review these documents for background information. At this stage, you should have the following information collected:

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An introduction or background, or both, is preferred. The background information should be limited to only the information relevant to the purpose of the SOW. A brief statement of what the SOW should cover.

Forming the SOW Development Team

The development of a high-quality SOW is the result of a team effort. Identify all departments and subject matter experts who will participate in the preparation and review of the SOW and determine the participants' areas of responsibility. There are no hard or fast rules on who needs to participate. The only rule is that anyone, who might at some point use their power to derail the SOW process, should be represented on the SOW team or given a chance to review and approve it before the final SOW version is approved.

Tip: In a highly complex project involving multiple departments or

divisions with conflicting interests and priorities, it is tempting to try to save time by starting work on the SOW before you assemble your team. However, there is always the risk that the new people who join the project in later phases will challenge choices and decisions made previously. This allows them to say that because they were not involved in prior decisions, they are not responsible for their outcomes. So go slowly initially so that you can move faster later on. Be sure to involve all key stakeholders before you start any serious work.

The ideal team should include members of the departments or divisions who will be impacted by the outcome of the project, subject matter experts, and supporting departments such as accounting, procurement, and legal.

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The team is typically composed of three main entities: The SOW development team leader (most likely you) who has the authority and responsibility for developing the SOW. The functional and technical subject matter experts who will provide domain knowledge to describe the work to be done and its acceptance criteria. Other supporting subject matter experts in areas such as legal, accounting, and purchasing, who will provide the necessary review and guidance.

It is critical that you identify anyone who has final review and approval authority over the final vendor SOW. Obtain their requirement at this stage so they dont surprise or delay you down the road.

Preliminary Planning Meeting

After you establish a preliminary statement of scope and form the team that will help you create the SOW, your next step is to set up a preliminary meeting. Consider this a kick-off meeting for the SOW writing process where you will: introduce roles and responsibilities, review all documents to date (initial business case, requirements documents, and other supporting documents), identify any risks, issues, dependencies, or constraints, and if possible, come up with an initial timeline to complete the SOW.

For roles and responsibilities, create a table such as the following and agree on who will be responsible for what:

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Role Project Sponsor

Responsibilities Meet with SOW team leader frequently to monitor progress, give guidance, and provide liaison to customers. Review the SOW at planned review points and provide input and guidance. Review final SOW and provide final comments before final approval. Meet with the SOW team as needed to provide guidance and support for its efforts.

Project Manager

Oversee the SOW team. Assign tasks to team members as needed. Monitor progress of the SOW team. Coordinate review by stakeholders and management. Conduct team meetings as needed to review work completed, assign new tasks, and respond to questions from the team.

Contract Management

Assist team in the development of the SOW. Coordinate the legal and purchasing departments review of the SOW. Review final SOW.

Subject Matter Experts

Provide input to the development of the SOW.

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SOW Development Schedule

The next step is to create a milestone schedule for developing the SOW. It is important that you do this with your project team, so that everyone provides their input and owns the overall timeline and critical milestones in completing the SOW. It is critical that you get commitment (sign-off) from all the members of the SOW team. Make sure their managers/supervisors are aware of this commitment, as this will help you address delays if members of the team are pulled away by their managers to work on other more important projects. A sample schedule is shown below:

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One of the tasks challenging you as a project manager is encouraging stakeholders to review the SOW and provide input in a timely manner. Another issue you will encounter is that people will wait until the end of the SOW writing process to give you critical feedback that you needed earlier. This tends to cause more delays, as issues that were supposed to be settled earlier are constantly being re-opened.

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To avoid these delays, schedule multiple reviews at various milestones during the SOW development process. I recommend at least three reviews: an initial draft, a second draft, and a final version. This may seem like too many reviews. The benefit of this approach is that, at each review, you will get a chance to bring up and resolve issues, instead of waiting until the last moment. The other benefit is that you will have a chance to expose showstoppers as early as possible, rather than wait for them to throw up a surprising roadblock at the end.

Tip: the individuals on your SOW team will still have to do their
day job, in addition to participating on the SOW team. Make sure to get their commitment to the SOW effort and adjust the SOW schedule accordingly.

Step 2: Format the SOW

You can choose to have one person in charge of writing the entire SOW or you may decide to distribute the writing effort among a SOW development team. If one person is writing the entire SOW, it is still important to review an outline of the SOW sections with the SOW development team. This allows you to reach agreement on the expected content and level of detail for the final document. This review will help minimize the risk of wasting valuable time and resources on content that is not relevant to the effort. If you choose to have a writing team, review an outline of the different sections of the SOW early in the process, so you can divide the actual writing effort among the writing team members; or you can assign a different person to collect information for each section. The more your team knows what is expected of them, the fewer headaches you will have later keeping them on schedule.

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The Basic Components of a Statement of Work (SOW)

Although there is no standard SOW format, there are some items that are common to almost all well-written SOWs. These include: 1) Introduction and Overview Briefly describe in plain English what the vendor is expected to do and deliver, so someone who is not involved with the project can understand the services and deliverables the vendor will provide. 2) Background Write a brief narrative describing what needs or problems the project will address. Include references to any additional sources of information the readers can refer to if they need more information. 3) Scope of Work Provide a narrative paragraph describing the scope of work to be covered by this SOW. If possible, include an overall hierarchy of the work to be performed in the form of a Work Breakdown Structure (WBS). 4) Objectives List the specific objectives for this SOW in bullet form. Since the SOW objectives are a subset of those of the overall project, make sure that the two sets of objectives remain consistent throughout the writing process. 5) Period of Performance If there are restrictions related to funding, as is the case in some government agencies, this section should specify the period within which the work of the SOW should be performed. 6) Tasks

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This section includes all the tasks to be performed under the contract with the vendor. The tasks description should provide all the details so any vendor can understand the requirements, the methodology, and the outcomes and deliverables under the task. Each task description should include deliverables and tangible end results that are expected from each task. It should also describe the acceptance criteria that will be used to measure the quality of the outcome and deem the task completed. 7) Schedules/Milestones While a schedule may not be finalized during the SOW writing phase, an initial highlevel schedule should be included to set the expectations for both the vendor and client organization about the duration of the project and its key milestone dates. 8) Project Management Include in this section what you require from the vendor so you can properly monitor their performance and the overall progress of the project. Include items such as: Weekly Meetings Weekly Status Report Monthly Progress Report Project Management Team Meetings Management of Risks, Issues, and Action Items

9) References If previous sections need further details for clarity or brevity, use this section for that purpose and for all other information that does not logically fit into previous sections.

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Tip: For additional information, please visit the SOW Resource

Page at:
http://www.guerrillaprojectmanagement.com/project-managers-guide-towriting-effective-statements-of-work

Step 3: Collect and Analyze Requirements

In this step, you will gather all the information needed in the different sections of the SOW. This is the meat of the SOW process. The following provides a list of elements to consider: Most projects involving vendors will go through a variation of the following lifecycle: Phase 1 Plan and Preview Phase 2 Analyze and Design Phase 3 Configure and Develop Phase 4 Test and Train Phase 5 Deploy and Optimize

Include tasks and deliverables for each phase of the project

Phase 1 - Plan and Discover

Include tasks that will help you and your vendor to confirm that you are both ready to start the project. Confirm project scope and resources assigned to the project.

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Develop detailed project plan or iteration plans if you using Agile. Conduct fit/gap analysis or business process review tasks if applicable.

Phase 2 Analyze and Design

Include tasks and adequate time for development of functional specifications and design reviews for configuration and customization requests. If the solution is expected to interface with existing products, include tasks for documentation and review of technical specifications or diagrams. Specify who will perform the analysis of the integration with existing systems and name the documents that will be provided as the output of this process. Include time for review and resolving differences. Include tasks for data entry or data conversion requirements when applicable. It should be clear in the SOW that you reserve the right to reject design proposals and that your approval is a condition to implementing any design.

Phase 3 Configure and Develop

For a COTS solution, include tasks for configuration and customization. Allow time in the project timeline for getting agreement on what to customize and what to use out of the box or with additional configuration. Include intermediate testing phases throughout the project. Dont assume that the vendor will do their own testing before they deliver the final solution to you. Even when the vendor says they will test thoroughly before delivering the product to you, you can never be sure of the quality of the product unless you have a way to actually inspect it as early as possible. The easiest way to do this is to include statements in the SOW that require the vendor to show you demonstrations of working solutions at various points during the project, before you start your own testing. You can request the vendor to prepare test plans in advance and document results of their testing so you can double-check them.

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Phase 4 Test and Train

Decide who will test what and when. As a client, you will perform the final acceptance testing before you accept the solution. What kind of testing do you expect the vendor to conduct and at what phase of the project? Structure your SOW so you dont wait until the end of the project before you inspect the quality of the vendors deliverables. This way you avoid nasty surprises. Documentation is critical and most vendors dont properly estimate the time or the resources needed. This is the part of the project that gets shortchanged when budgets run out or the project gets behind schedule. Decide who will train whom, in what format (classroom, online, DVDs), and where (onsite, offsite or a combination of both). These small details can present major budget issues, to both you and your vendor, if not addressed early in the process and documented. Include training manuals for your end users. Dont assume that the vendor will provide these automatically. Specify what format you expect in the manuals. Do you need a hard copy or a digital version? For a digital version, do you need PDF files or MS Word documents? Training manuals typically do not include the special configuration or customization changes that are done for each client. So decide at this stage if you will get the standard training manuals or if the vendor will update them to incorporate your configuration and customization.

Phase 5 Deploy and Optimize

Include who will do the final installation of the solution, and the scope of this work. Specify what will be installed, where, and by whom. Many disagreements occur at the end of the project because of conflicting expectations regarding who is responsible for what installations. There should also be a clear description of how the installations will be inspected and accepted. There must be a clear understanding about when the warranty period officially starts. A 30-day post-Go Live acceptance period is ideal.

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Speaking of warranties, an acceptance period should be added after the Go Live to make sure that the final solution actually works beyond the immediate hours or days after the Go Live. Installation instructions should be required if the vendor and client teams share responsibility for installation. They will also be needed after the project is completed for ongoing maintenance and support by your technical staff. Agree and document in the SOW who is responsible for documenting these instructions. Specify how the project deliverables will be transitioned to the normal maintenance and support operations. Include any training and documentation that will be provided to your support resources.

Other Things to Consider

How will the project status be communicated and how often? What types of meetings are required? How will the meetings be held (on-site, virtual)? How will payment be made and how often? Are the payments dependent on acceptance of specific deliverables or milestones? What type of warranty is included in the scope? Are there any security, regulatory compliance, or industry standards compliance requirements? What staff will be available from both your organization and the vendor, and what skill level is required? Is work to be done on-site at your premises or at vendor location?

Step 4: Conduct Market Research

Before you go any further, you need to consult with the market and check what products and services are available. A good understanding of the market will help you ask the right questions and prepare a better SOW. Proper market research puts you on an equal footing with your vendor.

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You will discover: which vendors provide the service or product you plan to acquire, usual service and warranty terms, the standard terms and conditions for delivery of this service or product, typical current market prices and discount schedules, and reliability issues and areas of risk in acquiring the service or product.

The information you gain from market research will enable you to ask the right questions and include appropriate information so your vendors can respond more effectively. As a result, you will be able to evaluate offers more accurately. So now that you know how important market research is, how do you go about conducting it? I recommend the following approaches: Meet with vendors one-on-one.

Ask vendors for their references and check their track record.
Attend industry conferences and interact with vendors. Issue a Request for Information, which can be a draft description of the requirements, and ask interested vendors for their input to help you clarify your requirements. Ask for input from organizations similar to yours that have recent experience acquiring similar products or services. Review existing reports from market research companies such as Gartner and Forrester.

Step 5: Compile and Categorize the Work to be Done

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In this step, you will take all the information you collected in previous steps and organize then into a comprehensive set of tasks, deliverables, and acceptance criteria. In general, when specifying tasks, be as clear and specific as possible on what you expect to be accomplished by a task and what actual results are expected. This is the most challenging step in the process because this is where all the information you collected so far comes together.

Tip: Most SOWs focus on the responsibilities of the vendor

with no mention of those of the client organization. As a result, the project manager gets caught in the middle when the vendor performs their duties in a timely fashion but the client organization fails to meet its deadlines. The SOW must cover both the vendors and your organizations responsibilities.

Compile all the work to be done using these steps: Draft a scope statement that describes the objectives or purpose for engaging the vendor. Describe the magnitude and boundaries of the responsibilities for both your organization and the vendor. Identify all the tasks to be performed by both the vendor and your organization to complete the project. Describe the work in terms of what work needs to be done not how the work will be done. Organize tasks so that similar or related tasks are grouped together. Divide the work into main tasks and sub-tasks. Organize tasks based on the chronological sequence in which they will be performed. Other options are to separate tasks based on their subject areas or in the order of the phases in which they will be executed. It really does not matter what order you select as long as you are consistent.

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Clarify the relationships among all the tasks. Identify dependencies and required resources to complete tasks. Include any regulatory compliance or licensing requirements or constraints that may impact executing a task. Describe the actual deliverables for each task. Examples of deliverables are: training workshop, design document, and software. A task is considered completed when its deliverable is approved. Describe how each deliverable will be inspected and measured before you will accept it. Describe the acceptable criteria for each deliverable. Examples of acceptance criteria are: passing an acceptance test, review or approval for a design document. Indicate the specific time that a deliverable is required during the project or state a specific frequency of delivery. An example would that a schedule is due 10 days after signing the SOW or that a status report is due every two weeks.

Tip: This all seems like a lot of work. It is O.K to start from a vendors template SOW, so you dont re-invent the wheel, as long as you modify it to fit your needs. Never use the vendors initial SOW as your final version.

Step 6: Write the SOW

Now you are ready to draft your SOW in preparation for review and approval. As a guiding principle, do your best to communicate to the vendors what is expected of them so they fully understand what they must do to complete the work to your satisfaction. The following tips will help you write an effective SOW: Use plain and simple language when writing, and avoid jargon and vague terms.

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Use clear, understandable terms to describe the work to be done. Describe deliverables in concise, commonly used, easily understood, measurable terms. Do not include detailed procedures that dictate how the work is to be accomplished. Avoid rambling sentences, overlaps, duplication, and contradictions. Use generic (non-proprietary) terminology and references in describing your requirements. Spell out all acronyms. Provide definitions for any technical or unique terms used within your SOW. Be careful how you use the words will and shall, as they have specific legal meanings within a SOW.

Avoid reasonable, best practices, joint efforts and other ambiguous language. Once you have finished writing your SOW, go back and review it to ensure that all the tasks and deliverables are: specific measurable attainable relevant timely

Spell check and proofread before you go to the next step.

Tip: Start writing the SOW as soon as you begin collecting

information. Some sections will be ready before others. These Guerrilla Project Management
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sections can be circulated as soon as they are written and ready for review. This will speed up the final review.

Step 7: Finalize the SOW

In this step, you coordinate a final review and feedback by the stakeholders you identified during the planning phase. It is important that you allow enough time to review your SOW. Avoid rushing the review process to meet a deadline, as this will cause your stakeholders to overlook critical errors or omissions. Also, allow enough time for incorporating feedback and revising the SOW. Here is a checklist you can use for your final review: Does the SOW give you the controls you need to monitor your vendors performance, and detect issues and risks as early and frequently as possible during the course of the project? Does the SOW have enough detailed requirements for the vendor so they can determine the right resources needed to accomplish their tasks and prepare a sound technical and cost proposal? Are acceptance criteria for deliverables clear enough to measure performance? Does the SOW specify what needs to be done rather than how it should be done? Are all referenced documents properly described and cited? Have all regulatory or industry standards been researched and referenced in the SOW, as necessary? Are all safety, reliability, quality assurance, and security requirements defined? Has the document been checked for format and grammar? Are all terms used consistently throughout the document?

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Is the scope statement complete and accurate? Is each task broken down into all the sub-tasks necessary for it to be completed? Does each task and deliverable have a completion or acceptance criteria? Are all the items that you and or your vendor need to supply identified? Are the roles and responsibilities identified? Are all acronyms, abbreviations, and special terms clearly defined? Is the change management process, which allows future modification to the SOW, documented? Have all comments and recommendations from SOW reviews been addressed?

Tip: For additional information, please visit the SOW Resource

Page at:
http://www.guerrillaprojectmanagement.com/project-managers-guide-to-writingeffective-statements-of-work

Final Thoughts
Lets agree that when you find yourself in conflict with your vendor, going to court is not always the best way to solve a dispute. A legal dispute can be very costly, timeconsuming, and extremely stressful. A clear and well-written SOW will help your organization and your vendors avoid much of the confusion and conflict that arise during any project. You will use it to settle disagreements over what work should or should not be included in the project, and to resolve quickly those differences and conflicts that are inevitable.

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Most conflicts with vendors center on things that were promised but not delivered. Enter this process safely with the understanding that if disputed items are not clearly spelled out in the SOW then they are not part of the deal.

Thank You So Much! I hope youve enjoyed this eBook as much as I loved writing it for you. I cant thank you enough for your continued support of guerrillaprojectmanagement.com Blog. I appreciate each and every one of you for taking time out of your day to read this, and if you have an extra second, I would love to hear what you think about it. Please leave a comment at: http://www.guerrillaprojectmanagement.com/project-managersguide-to-writing-effective-statements-of-work If youd rather reach me in private, dont hesitate to shoot me an email at: samad@ guerrillaprojectmanagement.com I read each and every single comment and email. If you havent already, you can connect with me on Twitter (@samadaidane). Thanks again, and I wish you success on all your projects!

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