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Charter Nonstarter by Eric Stedfeld, NYU

Charter Nonstarter by Eric Stedfeld, NYU






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    Charter Nonstarter by Eric Stedfeld, NYU Charter Nonstarter by Eric Stedfeld, NYU Presentation Transcript

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