-we assign it a duration of "x"days which makes it a milestone rather than an "activity"
1. Project Charter & Initial Coordination
The purpose of planning is to establish the directions in sufficient detail so the project team knows exactly what must be done, when it must be done, as well as which and when each resource will be required.
-Two of essential inputs of the project plan are the project charter and a launch meeting, whereby both indicate the transition from project initiation to project planning.
“A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with authority to apply organizational resources to project activities.”
-Without a clear beginning, project planning and later progress easily goes astray (e.g., given an assignment without instructions).
Project Charter Development Process
sometimes the initiator does this, not always the parent firm.
-The benefits of this process are a well-defined project start and boundaries, a formal record of the project, and a direct way for senior managers to formally accept and commit to the project.
Develop Project Charter: Inputs
-Enterprise environmental factors
-organizational process assets
Project statement of work (SOW
Narrative description of the project deliverable (products, services, results) and entails the business need, product scope description, and strategic plan
Business Case (BC):
-why is it worthwhile?is it worth pursuing?
-Describes the necessary information from business standpoint to determine whether or not the project is worth the required investment (e.g., cost-benefit analysis)
Takes form of contracts (external) and memos
Enterprise Environmental Factors
-Regulations must be acknowledged
-creating a new building
-Government and industry standards, regulations, market conditions, and firm cultures
Organizational Process Assets
Company standards or policies
usually takes care of the regulation information
Develop Project Charter: Tools & Techniques
-Bringing people in w/ special skills and knowledge
-Expert Judgment: Often used to assess the the inputs used to develop the project charter. It is applied to all technical and management details during this processes. Such expertise is provided by any group or person with specialized knowledge.Facilitation Techniques: Encompass broad applications in PM processes and guide the development of the project charter.
Examples of key techniques include: Brainstorming, conflict resolution, problem solving, and meeting management.
-brainstorming process, some people that are not experts in one thing but ask questions in another one.
Develop Project Charter: Outputs
The project charter documents business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and intended deliverable to satisfy.
Develop Project Charter: Outputs
Project Charter Elements
The process of developing the project charter varies from company to company but it should contain the following eight elements:
oPurpose, Objectives, Overview,
oSchedules, Resources, Personnel,
oRisk Management Plans, and Evaluation Methods.
Purpose, Objectives, & Overview
Purpose: Short summary for senior managers and anyone unfamiliar with the project. Entails a statement of general goals and their relationship to firm’s objectives (i.e., BC).
-Objectives: Contains a detailed statement of the general goals, what constitutes success, and how the project will be terminated (e.g., aims of BC and goals based on SOW).
-Overview: This section describes both the managerial and the technical approaches to the work (e.g., deviation from routine procedure and available technologies).
way to argue you case
-let someone new understand your project.
Schedules, Resources, & Personnel
Schedules: Outlines the various schedules and lists all the milestone events and/or phase-gates. Summary tasks are listed with estimated times (projected baseline schedule).
-Resources: The three main aspects to this section include the budget, a complete list and description of contractual items, and the cost monitoring and control procedures.
-Personnel: This section identifies the expected personnel requirements of the project, particularly the PM and the sponsor/approver of the project (also their special skills).
resources and project risk
-project manager section
Risk Mgt Plans & Evaluation Methods
-could have been avoiding money lost, by brainstorming
-Risk Management Plans: This covers potential problems and potential lucky breaks that could affect the project as well as plans to deal with the un/favorable contingencies.
-Evaluation Methods: This section ought to incorporate a brief description of the procedures to be followed in the monitoring, collecting, storing, auditing, and evaluating the project, as well as in the post-project (i.e., “lessons learned”) evaluation that follows project termination.