TYPICAL ELEMENTS IN A PROJECT Chartering Projects

CHARTER
1
OBJECTIVES
List the various elements of a charter and discuss why each is used.
Describe how to construct a Project Charter

2
TITLE
The existence of a meaningful project title is critical.
The title can be used to quickly identify which project is being referenced.

3
TITLE - EXAMPLES
Online Tuition Reimbursement Project
Development of a Biological Research Specimen Shipping Center Project
Establishing a Second Pulmonary Function Testing (PFT) Lab Project

4
SCOPE OVERVIEW
Identifies boundaries for the project and describes the specific project scope
Quantifying the scope helps with understanding of project size
Used to help prevent Scope Creep

*Scope Creep – killer of projects

5
SCOPE OVERVIEW
Product Scope
What needs to be accomplished
Features and functions that characterize a product, service, result

Project Scope
How it will be done
Work that must be performed to deliver a product, service, or result

6
BUSINESS CASE
It is the project purpose or justification statement.
Ties project to the organization’s strategy
Provides rationale or high-level cost/benefit estimates
Persuades and inspires decision makers and team members

7
SCOPE OVERVIEW & BUSINESS CASE -
INSTRUCTIONS
Should be provided by the sponsor or leadership team.
One to four sentences for each is enough.
Should be SMARTER

(see exhibit 4.4 page 92)

8
BACKGROUND
It is purely optional – only develop one if necessary.

Contents:
Who took the initiative?
Does the project fit into an existing plan or program?
What studies have been done to prepare the project?
Who else operates in this field?
You have the experience needed to run the project successfully.

9
MILESTONE SCHEDULE WITH ACCEPTANCE
CRITERIA
MILESTONE SCHEDULE
A summary-level schedule that identifies the major schedule milestones or significant points or
events in the project.

DELIVERABLE
Any unique and verifiable product, result, or capability to perform a service that is required to
be produced to complete a process, phase, or project.

ACCEPTANCE CRITERIA
Standards, rules, or tests… by which a product, service, result, or process can be evaluated.

10
 MILESTONE SCHEDULE WITH ACCEPTANCE CRITERIA
ACCEPTANCE
MILESTONE COMPLETION DATE STAKEHOLDER
CRITERIA
Current State:
Paper, Non
centralized records

Future State:
Electronic,
centralized records

11
 MILESTONE SCHEDULE WITH ACCEPTANCE CRITERIA

ACCEPTANCE
MILESTONE COMPLETION DATE STAKEHOLDER
CRITERIA

Current State:
Paper, Non centralized
records

Future State:
Electronic, centralized Ability to
records reenter and
Sponsor retrieve
information
from all
departments

12
 MILESTONE SCHEDULE WITH ACCEPTANCE CRITERIA
COMPLETION ACCEPTANCE
MILESTONE STAKEHOLDER
DATE CRITERIA
Current State:
Paper, Non centralized
records
Needs Assessment

Hardware Selection

Vendor Selection

Installation and configuration

Conversion

Testing
Future State: Ability to reenter and
Electronic, centralized records Sponsor retrieve information
from all departments
13
 MILESTONE SCHEDULE WITH ACCEPTANCE CRITERIA

MILESTONE COMPLETION DATE STAKEHOLDER ACCEPTANCE CRITERIA

Current State:
Paper, Non centralized
records
Needs Assessment 28-Feb Ops Management List of needed features

Hardware Selection 15-Apr Ops Management, CIO Hardware Choice w/ contract

Vendor Selection 30-May Ops Management Vendor Choice w/ contract

Installation 15-July Application Specialist, IS Functional Software in test

Department Head environment
Conversion 31-Aug Application Specialist, IS All files converted
Department Head
Testing 15-Oct Application Specialist, IS Sign off on test
Department Head
Future State: 30-Nov Ability to reenter and retrieve
Electronic, centralized Sponsor information from all
records departments
14
MILESTONE SCHEDULE WITH ACCEPTANCE
CRITERIA
NOTE:
Identifying the end points first (step 1 and 2) helps project teams avoid sinking into
too much detail too quickly.
Dates are the final item to be identified. It is unethical to agree to unrealistic dates.

15
RISKS, ASSUMPTIONS, CONSTRAINTS
RISKS
An uncertain event or condition that, that has a positive or negative effect on one or more
project objectives.

ASSUMPTIONS
Is a belief of what you assume to be true in the future.

CONSTRAINTS
A limiting factor that affects the execution of a project. (Business and Technical Constraints)

16
RISKS, ASSUMPTIONS, CONSTRAINTS
Important Points:
Identify negative risk and plan to overcome it
Positive risks is an opportunity, a plan should be developed to capitalize upon it.
Consider the risk of NOT undertaking the project
Assign an “owner” responsibility for each negative risk
Assumptions need to be analyzed and constraints need to be identified.
The most important point is not how each is handled, but that each is handled.

17
RISKS, ASSUMPTIONS, CONSTRAINTS
Other tools:

SWOT
Root cause/ fishbone analysis
Checklist analysis
Delphi Technique
Brainstorming
Information gathering
Documentation Reviews
18
RESOURCE ESTIMATES
RESOURCES
skilled human resources, equipment, services, supplies or funds

RESOURCE ESTIMATES
A preliminary budget with level of confidence in the estimate
Identify expenses the project manager can authorize
Identify expenses the sponsor needs to control
Prepare it using the milestone schedule

19
STAKEHOLDER LIST
STAKEHOLDERS are all the people who have an interest in the project.

Outlines which individuals inside and outside the organization can influence and are
affected by the project, and which have a vested interest in the process and its
outcome.

21
STAKEHOLDER LIST CONTENTS
Stakeholder identification
Name, tile, contact information, role in the project/organization

Stakeholder assessment
• Expectations
• Influence on the project
• Interest and power

Stakeholder classification
high, medium, low; other attributes internal, external, positive, a supporter, a resistor or a
neutral stakeholder, etc.

22
TEAM OPERATING PRINCIPLES
TOP’s are established to:
enhance team functioning
Increase team effectiveness
Ensure all parties are aware of what is expected
Deal with conducting meetings, making decisions, accomplishing work, and treating
each other with respect.

(see exhibit 4.12 page 98)

23
LESSONS LEARNED
LESSONS LEARNED
are the knowledge gained during a project which shows how project events were
addressed or should be addressed in the future with the purpose of improving
performance.

LESSONS LEARNED KNOWLEDGE BASE

A store of historical information and lessons learned about both the outcomes of
previous project selection decisions and previous project performance
(see exhibit 4.13 page 98)

24
LESSONS LEARNED
Consider what has worked/not worked
Report lessons learned
Make lessons available in a knowledge base
Make lessons lessons

25
SIGNATURES AND COMMITMENT
Who is involved
Describes the extent to which each person can make decisions
The expected time commitment for each person
The project sponsor, project manager, and core team members show commitment by
signing the charter

26
RATIFYING THE PROJECT CHARTER
Present the project charter to the sponsor for approval
Sponsor asks questions for clarification and agreement
The sponsor, project manager, and core team sign the project charter

27
BIBLIOGRAPHY
Kloppenborg, T. J. 2015. Contemporary Project Management. (3rd Ed.). USA:
Cengage Learning

Webster, M. (2016, June 21). How to write a business case. Retrieved from
http://www.resources.workfron.com/project-management-blog/how-to-write-
a-business-case-4-steps-to-a-perfect-business-case-template

Usmani, F. (2012, June). Stakeholder Register in Project Management. Retrieved from

https://pmstudycircle.com/2012/06/stakeholder-register-project-
management/

28
THANK YOU
29