In the readings this week, we learned that in order to develop accurate estimates for the project, you will need to first determine what it is you are really trying to accomplish and how you plan to get there. It is the project manager's job to align everyone involved - - all team members, your sponsor, the customer, and other stakeholders -- with the "vision" and "direction" of the project. This is known as "defining" the project and is a very critical moment in the project lifecycle and can make or break your project (Longman & Mullins, 2005). So how do you "define" the project and get everyone to agree on the "vision" and move in the same direction? Document the Scope Management Plan with a Scope Statement. The project charter you created last week has many of the sections that go into a Scope Statement. However, there are a few that are missing that need to be addressed. Instead of recreating a full Scope Statement, I want you to just include the following components: Project Scope Description, Specific Deliverables, Critical Success Factors, and what is out of scope (not be done for this project). Stating what is out of