Many teams expect a customer, a product owner or a business user to come up with the scope of work before the implementation starts. Everything before that is often not considered as a problem in the domain of a software development team. Software delivery teams expect business users to specify exactly what they want, and then the teams will go and implement that. This is supposedly how the customers will be happy. In fact, this is where the issues with building the right product start. Implementation scope represents a solution to a business problem or a way to reach a business goal. By relying on customers to give us a list of user stories, use cases, or anything like that, we, in effect, ask them to design a solution. Business users are not software designers. If they define scope, the project does not benefit from the knowledge of the people in the delivery team. This often results in software that does what the customer asked for but does not deliver what they really wanted or is functionally incomplete.
Instead of requirements that are already a solution for an unknown problem, really successful teams derive scope from goals. They start with a business goal that the customer wants to achieve. They collaboratively define the scope that achieves that business goal, starting from the desired business effect. They allow the team to come up with a good solution together with the business users. The business users focus on communicating the intent of the desired feature--the value that they expect to get out of it. This helps everyone understand what is needed. The team can then suggest a solution that is cheaper, faster, easier to deliver or maintain than what the business users would come up with on their own.