This case study examines the development of a document imaging system for the government to process information requests. The project was a Firm Fixed Price $($FFP$)$ project, with diverse buyer and seller teams. The project was staged in three phases, with limited operational capability for $150$ users and automated redaction capabilities for $250$ users. The project cost ten million dollars and included a new ATM backbone, client server hardware, commercial software, custom software, and professional services. The buyer team consisted of seven unique roles, while the seller team consisted of government contractors. The project involved five key roles: senior management, project managers, and contract executives. Three case studies were relevant to scope, stakeholder, and procurement management. The first involved a rejected Concept of Operations, which influenced the project's timeline, scope, and cost estimate. The second case study involved a large user community with little guidance, leading to frustration and strained client relations. The system integrator's PM failed to address serious project issues for nearly a year, preventing a realistic schedule estimate. The buyer consistently rejected document deliverables, leading to late feedback and blindly passed through to the seller. The contract officers renegotiated terms to base payment on specific system and documentation deliverables. The buyer's belief in everything being a requirement led to rejection of engineering changes. Regular software demonstrations helped regain confidence and manage stakeholders. The project's success was attributed to collaboration between project managers and contract organizations, sound system engineering practices, and an institutionalized change management system.

based on above case study, answer the question: What would have the case organization done better to ensure proper scope management.