A well-written project description is one of the most important foundational documents in any project. It formally announces the launch of the project, identifies the project manager, and often includes the project’s internal financial account. It also outlines the business justification for the project — in essence, answering the question: why are we doing this?
Who Should Write the Project Description?
Here lies an interesting nuance: the project description should be written by the project manager, but it must be approved and signed by the person responsible for initiating and financing the project — often the project sponsor.
This division of responsibilities ensures objectivity. Giving one person both the authority to conceptualize and to approve the project would undermine accountability. Yet, it is essential that the project manager writes the document, as it allows them to define their own vision and assumptions from the very beginning.
Assumptions and Constraints
The project description must include all known constraints — whether related to schedule, budget, resources, or technology. At the early stages, timelines for major tasks and estimated budget items should be noted.
Equally important are assumptions. These are foundational hypotheses about:
- Resource availability
- Supplier selection
- Contract timing
- Task initiation dates
Assumptions are unavoidable — they are part of our everyday planning. Just like we assume there will be water in the faucet or lights in the bathroom each morning, project managers must make dozens of informed assumptions to begin planning. Without them, no project would get off the ground.
Who Are the Stakeholders?
Stakeholders are any individuals or groups who will gain or lose something as a result of the project. Considering the potential impact of most projects, stakeholders are typically numerous and diverse.
It’s essential to identify all stakeholders, but focus must be placed on key stakeholders — those who hold the greatest influence over or interest in the project. However, project managers may not always be eager to engage with every major stakeholder, let alone those on the periphery. This can lead to critical oversights in understanding project scope, objectives, and risks.
A Tool to Identify Key Stakeholders
One useful method is the Crawford Slip Technique. Here’s how it works:
- A group of 7–10 project participants are each given 10 slips of paper.
- A facilitator asks the same question 10 times: “Name the most important stakeholder for this project.”
- Participants write one name per card, with no discussion or repetition.
- After 10 rounds, the facilitator collects 70–90 cards and compiles a stakeholder list for team review and revision.
This simple yet effective method helps reveal influential but overlooked stakeholders early in the project.
Who Should Own the Project Description?
There are two schools of thought:
1. Sponsor-Owned Descriptions
Some professionals argue the sponsor should write the description — explaining the what, why, when, how, and for how much on just 1–2 pages. The project team would then confirm or challenge these assumptions during the planning phase. Proponents claim this leads to:
- Stronger alignment with strategic goals
- Earlier identification of flaws
- Projects less likely to launch based on a weak or poorly defined idea
2. Project Manager-Owned Descriptions
Others — including the author of this article — advocate for project manager authorship. Here’s why:
- Sponsors often lack the detailed project management knowledge necessary to frame the project appropriately.
- Writing the description gives the project manager early ownership and helps “breathe life” into the project.
- It sets a foundation for the manager to design a realistic plan and clarify objectives.
In this model, once the manager drafts the document, it should be reviewed and revised in collaboration with all stakeholders — including leadership.
Risks of Overreach
Project managers must be careful not to expand the scope too broadly in their descriptions. For example, a manager responsible for product development might also claim authority over sales, marketing, and distribution in the same document. This can lead to confusion, unrealistic expectations, and managerial overreach.
To prevent this, the description should be:
- Reviewed by company leadership
- Signed by the manager’s superior
- Validated by all key stakeholders
This ensures clarity of roles and avoids misalignment.
A Matter of Professional Integrity
Ultimately, writing the project description is a moment of both opportunity and responsibility for the project manager. It’s a chance to:
- Shape the project according to realistic parameters
- Align early with leadership expectations
- Define a manageable scope
- Secure collective ownership
However, this also raises an ethical question:
If you’re a full-time project manager and believe the project is flawed or doomed to fail — should you accept it? Should you have the right to veto a project?
Final Thoughts
Statistics show that fewer than 60% of IT projects finish on time, on budget, and with all requirements met. Projects with a clear, well-articulated project description tend to perform significantly better.
A properly crafted project description:
- Grounds the project in real business value
- Clarifies the assumptions and boundaries
- Identifies key stakeholders early
- Becomes the first critical checkpoint for planning
It doesn’t matter who drafts the document — sponsor or manager — as long as it is created thoughtfully, collaboratively, and with clarity of ownership and intent.
