Charter Nonstarter by Eric Stedfeld, NYU


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Charter Nonstarter by Eric Stedfeld, NYU

  1. 1. Charter Non-Starter Utilizing the Scope of Work document as a Charter alternative Eric Stedfeld, CAPM, NYU Libraries DLF Fall Forum, Baltimore MD, November 2, 2011
  2. 2. Charter Non-Starter <ul><li>An evolving approach and how we got here </li></ul><ul><li>Charter vs. Scope Statement – defining the rules </li></ul><ul><li>PMBOK Guide, also evolving </li></ul><ul><li>Observations, conclusions and questions </li></ul>
  3. 3. Progress…?
  4. 4. Particular Needs <ul><li>Standardize and better document our processes and deliverables </li></ul><ul><li>Streamline documentation and keep it lightweight </li></ul><ul><li>Communicate simply, clearly and quickly to clients and team </li></ul><ul><li>Provide guidance early in the project, rather than after the fact </li></ul>
  5. 5. Initiation Process
  6. 6. Initiation Process <ul><li>Sequencing workflow diagram </li></ul><ul><li>Project Proposal form </li></ul><ul><li>Initiation meeting </li></ul><ul><li>Follow-up email </li></ul><ul><li>Project charter </li></ul>
  7. 7. Initiation Process
  8. 8. Initiation Process, the Good <ul><li>Better channeling and documenting of project requests </li></ul><ul><li>Quicker responsiveness to received requests </li></ul><ul><li>Better articulation of expectations - “on the same page” </li></ul><ul><li>Repeatable process for initiating similar projects </li></ul>
  9. 9. Initiation Process, the Not-so-good <ul><li>Unclear and cumbersome approval process </li></ul><ul><li>Initiation documentation creation too slow - “after the fact” </li></ul><ul><li>No standardized change request process </li></ul>
  10. 10. Charter to Scope of Work
  11. 11. Scope of Work, the Good <ul><li>Buy time in approval process </li></ul><ul><li>Buy time for adding dates to later deliverables </li></ul><ul><li>Allow revisions while pinning down what’s needed </li></ul><ul><li>Goal: once deliverables and dates are fixed, lock down document and rename it Charter </li></ul>
  12. 12. Scope of Work, the Not-so-good <ul><li>No overt approval </li></ul><ul><li>Delayed dates for deliverables </li></ul><ul><li>No transition to Charter </li></ul>
  13. 13. It’s Working – Factors in Our Favor <ul><li>Fairly predictable set of projects </li></ul><ul><li>Experienced team with high level of understanding and trust </li></ul><ul><li>Continues tacit approval process from previously </li></ul><ul><li>Most (non-grant-funded) projects have modest deadlines </li></ul>
  14. 14. New Challenges <ul><li>Defining roles and responsibilities of a smaller number of project managers </li></ul><ul><li>Growing number of projects and expectations </li></ul><ul><li>More choices, priorities and “approvals” will need to be made </li></ul>
  15. 15. Charter vs. Scope Statement - Defining the Rules
  16. 16. Charter vs. Scope Statement <ul><li>“ The Charter is developed by the sponsor, and the Scope Statement is developed by the project manager as a response - keep these two documents separate” </li></ul><ul><li>“ The project Scope Statement is a part of </li></ul><ul><li>the project Charter” </li></ul><ul><li>“ The project Charter defines the scope of your project” </li></ul>
  17. 17. Charter vs. Scope Statement <ul><li>Charter: product description; Scope Statement: project description, project product </li></ul><ul><li>Charter: project manager; Scope Statement: project manager and team members </li></ul><ul><li>Charter: basic needs of the work to be performed; Scope Statement: project objectives, client/sponsor’s expectations, critical success factors </li></ul><ul><li>Charter: high level schedule; Scope Statement: deliverables and milestone plan </li></ul>- Ricardo Vargas, past Chair of the PMI Board of Directors
  18. 18. Charter vs. Scope Statement <ul><li>Diversity of definitions and distinctions </li></ul><ul><li>The Scope Statement may bring more detail and specificity to the Charter </li></ul><ul><li>A lot of potential overlap between the Charter and Scope Statement </li></ul><ul><li>Separate sources? </li></ul>
  19. 19. Charter vs. Scope Statement – PMBOK Guide
  20. 20. Scope Processes - PMBOK 3rd Ed. <ul><li>“ Develop Preliminary Scope Statement” </li></ul><ul><li>“ Scope Planning” </li></ul><ul><li>“ Scope Definition” </li></ul><ul><li>Create WBS </li></ul><ul><li>“ Scope Verification” </li></ul><ul><li>“ Scope Control” </li></ul>
  21. 21. Scope Processes - PMBOK 4th Ed. <ul><li>“ Develop Preliminary Scope Statement” </li></ul><ul><li>“ Scope Planning” “Collect Requirements” </li></ul><ul><li>“ Scope Definition” “Define Scope” </li></ul><ul><li>Create WBS </li></ul><ul><li>“ Scope Verification” “Verify Scope” </li></ul><ul><li>“ Scope Control” “Control Scope” </li></ul>
  22. 22. Scope Components <ul><li>Stakeholder Register -> Requirements Documentation </li></ul><ul><li>Requirements Documentation -> Project Scope Statement, WBS, Accepted Deliverables, Change Requests and Work Performance Measurements </li></ul><ul><li>Project Scope Statement -> WBS </li></ul><ul><li>WBS and WBS Dictionary </li></ul><ul><li>Scope Baseline - includes the Project Scope Statement, WBS and WBS Dictionary </li></ul>
  23. 23. “ In short…” (conclusions) <ul><li>Preliminary Scope Statement – Miss U! </li></ul><ul><li>“ Satisfice” – satisfy and suffice </li></ul><ul><li>Know the rules before breaking them – align where possible, stray with caution </li></ul><ul><li>Stay tuned, as guidelines get further refined </li></ul><ul><li>Adopt practices that work for your organization </li></ul>
  24. 24. Questions? <ul><li>Eric Stedfeld New York University Libraries Digital Library Technology Services (DLTS) [email_address] </li></ul>