HLR Inc. SCRMP Project                      Project Charter DocumentProject Name:             Standard Customer Relationsh...
Project CharterTABLE OF CONTENTS     1         PROJECT CHARTER PURPOSE                 3     2         PROJECT EXECUTIVE S...
Project Charter1       PROJECT CHARTER PURPOSE        The project charter explains the scope, objectives, and overall appr...
Project Charter          Project Organization:           HLR Inc. is a large business headquartered in Chicago responsibl...
Project Charter          Project Costs:           The budget given for the completion of the SCRMP project is five hundre...
Project Charter        3      PROJECT JUSTIFICATION               Senior management of HLR Inc. has identified this projec...
Project Charter                              19. Conduct software and system implementation troubleshooting.              ...
Project Charter       4.3    Organizational ImpactsOrganization                                            Impact to and P...
Project Charter4.4    Project Deliverables         Milestone               Deliverable         #1: Consolidate all       ...
Project Charter         4.5    Project Estimated Costs & Duration                        DateProject Milestone       Estim...
Project Charter                                                   SCRMP database.                                         ...
Project Charter     5.2     Project Issues             Priority Criteria             1 − High-priority/critical-path issue...
Project Charter#     Risk Area                                                             Likelihood   Risk Owner      te...
Project Charter  #     Risk Area                                                          Likelihood     Risk Owner 43    ...
Project Charter7      APPROVALSPrepared by    __________________________________               Project ManagerApproved by ...
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  1. 1. HLR Inc. SCRMP Project Project Charter DocumentProject Name: Standard Customer Relationship Management Processes (SCRMP)Departments: IT, Sales, Product Fulfillment, Customer Service, Billing, MarketingFocus Area: Customer Relationship ManagementProduct/Process: Information Systems and Process ReengineeringPrepared By Document Owner(s) Project/Organization Role Loren Karl Schwappach PM600 Author of Project Charter (Team Lead) Brett Carlsen PM600 Team Member Martin Moxley PM600 Team Member Steven Rowe Dropped PM600 Class – No longer involved in project.Project Charter Version Control Version Date Author Change Description 1 23 Jul 11 Loren K Document created and completed using a Schwappach Project Charter template from MicrosoftConfidentialHLR, Inc. Internet Technology (IT) DepartmentLast printed on 8/9/2011 11:36:00 PM
  2. 2. Project CharterTABLE OF CONTENTS 1 PROJECT CHARTER PURPOSE 3 2 PROJECT EXECUTIVE SUMMARY 3 3 PROJECT JUSTIFICTION 6 4 PROJECT SCOPE 6 4.1 GOALS AND OBJECTIVES 6 4.2 DEPARTMENTAL STATEMENTS OF WORK (SOW) 7 4.3 ORGANIZATIONAL IMPACTS 7 4.4 PROJECT DELIVERABLES 8 4.5 PROJECT ESTIMATED COSTS & DURATION 9 5 PROJECT CONDITIONS 11 5.1 PROJECT ASSUMPTIONS 11 5.2 PROJECT ISSUES 12 5.3 PROJECT RISKS 12 6 PROJECT TEAM ORGANIZATION PLANS 14 7 APPROVALS 15Confidential Page 2 8/9/2011
  3. 3. Project Charter1 PROJECT CHARTER PURPOSE The project charter explains the scope, objectives, and overall approach for the work to be completed on the SCRMP project. It is a critical element for initiating, planning, executing, controlling, and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan, and budget. In addition, it serves as a contract between the Project Team and the Project Sponsors, stating what will be delivered according to the budget, time constraints, risks, resources, and standards agreed upon for the project.2 PROJECT EXECUTIVE SUMMARY  Project Background: The Standard Customer Relationship Management Processes (SCRMP) project was is a major incentive by HLR Inc. as solution to create an accurate, shared, standardized customer information system and customer management process database and business process reengineering for consolidating management and market research data into a globally sharable and secure system shared by HLR Inc. divisions. SCRMP is the largest project ever undertaken by HLR Inc. and is imperative for the continual growth in sales development that is expected at HLR Inc. next year. The SCRMP project will be lead by HLR Inc’s Internet Technology (IT) Department and will focus on updating the software and information systems of several departments to include IT, sales, product fulfillment, customer service, billing, and marketing. The project will also involve cooperative work between IT, current business unit managers, sales, product fulfillment, customer service, billing, marketing, and a software vender contracted for developing and installing the new information system required for the project. The software vender will play a large role in the SCRMP project and has been contracted to provide essential personnel with the skill and experience needed to develop and install the SCRMP software at all HLR Inc’s locations to include foreign locations and will be assigned to work with business unit managers and low level staff towards the project’s completion.  Project Purpose: The purpose of the SCRMP project is to secure and unify all incompatible customer relationship management process systems at HLR Inc. into a reliable, accurate and secure standard information system database that can be utilized for obtaining reliable customer information and marketing data and making timely and critical business decisions.Confidential Page 3 8/9/2011
  4. 4. Project Charter  Project Organization: HLR Inc. is a large business headquartered in Chicago responsible for purchasing, establishing, and maintaining leasing and rental arrangements for small businesses all over the world.  Project Goals: The project goals for the SCRMP project include: consolidate all customer relationship processes (CRPs) used by each division, identify top CRPs, incorporate top CRPs into processes utilized in each division, perform CRP test runs in each division, consolidate CRP informational databases at each division into unified database, developing a secure worldwide CRP database to act as new SCRMP database, integrating all combined CRP data into SCRMP database, perform developmental testing of SCRMP database, receive customer approval of SCRMP database, install SCRMP database at specified locations, perform HLR employee system testing, conduct software and system implementation troubleshooting, perform system patching, complete SCRMP project within time and budget constraints.  Project Objectives: The objectives of the SCRMP project include: assign a CRMP process collection team made composed of at least one CRMP knowledge expert from each division and business unit managers for each unit to include IT, sales, product fulfillment, customer service, billing, and marketing, identify best/top CRMP practices used by each unit, incorporate top CRMPs into processes utilized in each division, combine CRMPs business practices into new SCRMP practices, perform test run of new SCRMP business practices, provide corporate training of new SCRMP practices, provide corporate guidelines and policies for using new SCRMP, set mandatory date for enforcement of new SCRMP practices to 6 months from project start date., assign a SCRMP database specification, development, and testing team that includes members from the CRMP business process reengineering team, collect CRMP informational databases from each division, consolidate CRMP informational databases at each division into unified database, create a requirements specification document outlining the requirements of the new SCRMP database, ensure SCRMP database corresponds with guidelines and information requirements from new SCRMP business practices, engineer a secure, worldwide, SCRMP database unifying all divisional CRMP databases, integrate combined CRMP data into SCRMP database, receive approval for each division of new SCRMP database, install SCRMP database at specified locations, perform HLR Inc. employee system testing, conduct software and system implementation troubleshooting, perform system patching, receive project approval for the project within 10 days of proposed project start date and obtain resources necessary to begin project work, complete the project within 18 months (18 mo.) of receiving project approval, and complete the project without exceeding project budget of 5 hundred thousand US dollars ($500,000.00 USD).Confidential Page 4 8/9/2011
  5. 5. Project Charter  Project Costs: The budget given for the completion of the SCRMP project is five hundred thousand United States dollars and zero cents ($500,000.00 US dollars). The software vender has been contracted to provide the development, engineering, testing, implementation, troubleshooting, and installation of the new SCRMP software as well as for providing for 90% of the technical staff needed to ensure the project is completed within the first twelve months after the approved project start date and will be paid the total of one hundred and fifty thousand United States dollars and zero cents ($150,000.00) at project completion with penalties as outlined in the detailed SOW.  Project Timeline The entire project is expected to be completed within as outlined in the SOW within fifteen months (15mo.), with the project business improvement process team required to complete all related tasks within 6 months (6 mo.), and the SCRMP database development, installation, and testing team and software vender tasks required to be completed with twelve months (10 mo.).  Project Approach Although the project will be lead by the IT Department it will require involvement from each business unit of HLR Inc. The project manager has been assigned a knowledge level expert and business unit manager from each major division. The project team will have weekly progress and status meetings in which the division head of each unit and the project stakeholders will review project status results, current project requirements, develop human resource plans, review upcoming activities and resource forecasts, and to ensure the project is receiving full corporate support. The project manager will have full authority over all project decisions and will work closely with the division lower level staff members and the software vender to ensure the project stays on course and meets project milestone requirements.  Project Assumptions It is assumed that: the project manager will have full authority and support of project stakeholders and HLR Inc. management and leader for assuring the project’s success, the project manager will have full power to create SCRM and SCRMP project teams from the most knowledgeable personnel represented by at least one business unit manager from each department, the director of each business unit and managers will offer their full support and resources towards ensuring the successful implementation of the new SCRMP business restructuring plans and the new SCRMP software, that the software vender will provide enough expert personnel as specified in the SOW to ensure projects success, that adequate training and procedures will be created to allow all current and new personnel to incorporate the new SCRMP practices, and that delays the project management teams will account for unexpected delays and costs to ensure the project remains safe from exceeding time and budget constraints.Confidential Page 5 8/9/2011
  6. 6. Project Charter 3 PROJECT JUSTIFICATION Senior management of HLR Inc. has identified this project as the critical cornerstone for the continued growth and financial success of HLR Inc. Significant business and development opportunities are continually being lost due to the incompatibility between divisional information systems responsible for documenting customer relationship management process. HLR has experienced a twenty five percent (25%) growth in sales development over the past year with a growth in sales next year estimated at thirty five percent (35%). This growth can only be achieved by targeting new markets through the use of the company’s market research data which is useless to marketing due to the current system incompatibilities between divisions. 4 PROJECT SCOPE 4.1 Goals and ObjectivesGoals ObjectivesConsolidate all 1. Assign a CRMP process collection team made composed of at least one CRMPcustomer relationship knowledge expert from each division and business unit managers for each unit tomanagement include IT, sales, product fulfillment, customer service, billing, and marketing.processes (CRMPs)used by each division 2. Identify best/top CRMP practices used by each unit.into best CRMP 3. Incorporate top CRMPs into processes utilized in each division.practices for new 4. Combine CRMPs business practices into new SCRMP practices.SCRMP 5. Perform test run of new SCRMP business practices. 6. Provide corporate training of new SCRMP practices. 7. Provide corporate guidelines and policies for using new SCRMP 8. Set mandatory date for enforcement of new SCRMP practices to 6 months from project start date.Consolidate CRMP 9. Assign a SCRMP database specification, development, and testing team thatinformational includes members from the CRMP business process reengineering team.databases at eachdivision into unified 10. Collect CRMP informational databases from each division.database. 11. Consolidate CRMP informational databases at each division into unified database. 12. Create a requirements specification document outlining the requirements of the new SCRMP database. 13. Ensure SCRMP database corresponds with guidelines and information requirements from new SCRMP business practices. 14. Engineer a secure, worldwide, SCRMP database unifying all divisional CRMP databases. 15. Integrate combined CRMP data into SCRMP database. 16. Receive approval for each division of new SCRMP database. 17. Install SCRMP database at specified locations. 18. Perform HLR Inc. employee system testing. Confidential Page 6 8/9/2011
  7. 7. Project Charter 19. Conduct software and system implementation troubleshooting. 20. Perform system patching 21. Complete all tasks within 10 months.Complete SCRMP 22. Receive project approval within 10 days of proposed project start date andproject within time and resources necessary to begin project work.budget constraints. 23. Complete project within 18 months of receiving project approval. 24. Complete project without exceeding project budget of $500,000.00 US dollars. 4.2 Departmental Statements of Work (SOW) Departmental SOW Owner/Prime Due Date/Sequence HLR IT Department Mr. Smarty Pants 30 July 11 / Phase 1 HLR Sales Mr. Jim McNappy 30 July 11 / Phase 1 Division Head HLR Product Fullfillment Mr. Stevie Stevenson 30 July 11 / Phase 1 Division Head HLR Customer Service Mr. Data StarshipEnterprise 30 July 11 / Phase 1 Division Head HLR Billing Mr. Johny Cash 30 July 11 / Phase 1 HLR Marketing Mr. Ubotit Ugotit 30 July 11 / Phase 1 SCRMP Software Vender Mr. Crabby Pants 30 July 11 / Phase 1 Project Management Team Mr. Brett Carlson 30 July 11 / Phase 1 Project Manager Confidential Page 7 8/9/2011
  8. 8. Project Charter 4.3 Organizational ImpactsOrganization Impact to and Participation of OrganizationHLR IT Department Maintains all HLR Inc. information systems.(Colorado Springs, CO)HLR Sales Creates and maintains the relationship with the(Chicago Headquarters and Ottawa, Canada) lease customer and needs to be aware of the status of lease arrangements.HLR Product Fullfillment Processes, evaluates, and approves development(Denver and Ottawa) and leasing contracts while recommending change requests to customers and updating project scope information if approved by change control board.HLR Customer Service Resolves problems for customers by implementing(Denver) conflict management process to handle customer issues and updates approved changes to customer information.HLR Billing Deals with rental payments, invoice issues, and(Chicago) follow ups; updates approved changes to customer information, provides financial information to sales and executive management.HLR Marketing Reviews sales and future developmental data and(Chicago) determines marketing opportunity. Confidential Page 8 8/9/2011
  9. 9. Project Charter4.4 Project Deliverables Milestone Deliverable #1: Consolidate all  Assign a CRMP process collection team made composed of at customer least one CRMP knowledge expert from each division and relationship business unit managers for each unit to include IT, sales, management product fulfillment, customer service, billing, and marketing. processes (CRMPs)  Identify best/top CRMP practices used by each unit. used by each division into best  Incorporate top CRMPs into processes utilized in each division. CRMP practices for  Combine CRMPs business practices into new SCRMP new SCRMP practices.  Perform test run of new SCRMP business practices.  Provide corporate training of new SCRMP practices.  Provide corporate guidelines and policies for using new SCRMP  Set mandatory date for enforcement of new SCRMP practices to 6 months from project start date. #2: Consolidate  Assign a SCRMP database specification, development, and CRMP informational testing team that includes members from the CRMP business databases at each process reengineering team. division into unified  Collect CRMP informational databases from each division. database.  Consolidate CRMP informational databases at each division into unified database.  Create a requirements specification document outlining the requirements of the new SCRMP database.  Ensure SCRMP database corresponds with guidelines and information requirements from new SCRMP business practices.  Engineer a secure, worldwide, SCRMP database unifying all divisional CRMP databases.  Integrate combined CRMP data into SCRMP database.  Receive approval for each division of new SCRMP database.  Install SCRMP database at specified locations.  Perform HLR Inc. employee system testing.  Conduct software and system implementation troubleshooting.  Perform system patching  Complete all tasks within 10 months. #3: Complete  Receive project approval within 10 days of proposed project SCRMP project start date and resources necessary to begin project work. within time and  Complete project within 18 months of receiving project approval. budget constraints.  Complete project without exceeding project budget of $500,000.00 US dollars.Confidential Page 9 8/9/2011
  10. 10. Project Charter 4.5 Project Estimated Costs & Duration DateProject Milestone Estimate Deliverable(s) Included Confidence Level#1: Consolidate all 1/30/12  Assign a CRMP process collection team Highcustomer relationship made composed of at least one CRMPmanagement knowledge expert from each division andprocesses (CRMPs) business unit managers for each unit toused by each division include IT, sales, product fulfillment,into best CRMP customer service, billing, and marketing.practices for new  Identify best/top CRMP practices used bySCRMP each unit.  Incorporate top CRMPs into processes utilized in each division.  Combine CRMPs business practices into new SCRMP practices.  Perform test run of new SCRMP business practices.  Provide corporate training of new SCRMP practices.  Provide corporate guidelines and policies for using new SCRMP  Set mandatory date for enforcement of new SCRMP practices to 6 months from project start date.#2: Consolidate 5/30/12  Assign a SCRMP database specification, MediumCRMP informational development, and testing team thatdatabases at each includes members from the CRMPdivision into unified business process reengineering team.database.  Collect CRMP informational databases from each division.  Consolidate CRMP informational databases at each division into unified database.  Create a requirements specification document outlining the requirements of the new SCRMP database.  Ensure SCRMP database corresponds with guidelines and information requirements from new SCRMP business practices.  Engineer a secure, worldwide, SCRMP database unifying all divisional CRMP databases.  Integrate combined CRMP data into Confidential Page 10 8/9/2011
  11. 11. Project Charter SCRMP database.  Receive approval for each division of new SCRMP database.  Install SCRMP database at specified locations.  Perform HLR Inc. employee system testing.  Conduct software and system implementation troubleshooting.  Perform system patching  Complete all tasks within 10 months.#3: Complete SCRMP 1/30/13  Receive project approval within 10 days Highproject within time and of proposed project start date andbudget constraints. resources necessary to begin project work.  Complete project within 18 months of receiving project approval.  Complete project without exceeding project budget of $500,000.00 US dollars. 5 PROJECT CONDITIONS 5.1 Project Assumptions  The project manager will have full authority and support of project stakeholders and HLR Inc. management and leader for assuring the project’s success  The project manager will have full power to create SCRM and SCRMP project teams from the most knowledgeable personnel represented by at least one business unit manager from each department  The director of each business unit and managers will offer their full support and resources towards ensuring the successful implementation of the new SCRMP business restructuring plans and the new SCRMP software  That the software vender will provide enough expert personnel as specified in the SOW to ensure projects success  That adequate training and procedures will be created to allow all current and new personnel to incorporate the new SCRMP practices.  That delays the project management teams will account for unexpected delays and costs to ensure the project remains safe from exceeding time and budget constraints. Confidential Page 11 8/9/2011
  12. 12. Project Charter 5.2 Project Issues Priority Criteria 1 − High-priority/critical-path issue; requires immediate follow-up and resolution. 2 − Medium-priority issue; requires follow-up before completion of next project milestone. 3 − Low-priority issue; to be resolved prior to project completion. 4 − Closed issue.# Date Priority Owner Description Status & Resolution1 7/24/11 1 Loren K Awaiting approval from HLR In Progress Schwappach CEO to begin project. 5.3 Project Risks# Risk Area Likelihood Risk Owner1 Schedule, resources, and product definition have all been High Project Manager dictated upper management and are not in balance.2 Schedule is optimistic, "best case," rather than realistic, Medium Project Manger "expected case."3 Schedule omits necessary tasks. High Project Manager4 Schedule was based on the use of specific team members, but High Project Manager and those team members were not available. Department Heads5 Product is larger than estimated (in lines of code, function Medium Software Vender points, or percentage of previous project’s size).6 Effort is greater than estimated (per line of code, function point, Medium Software Vender module, etc.).7 Re-estimation in response to schedule slips is overly optimistic Medium Software Vender or ignores project history8 Excessive schedule pressure reduces productivity. Low Project Manager9 Target date is moved up with no corresponding adjustment to Low Project Manager the product scope or available resources.10 A delay in one task causes cascading delays in dependent High Project Manager tasks.11 Unfamiliar areas of the product take more time than expected to Medium Software Vender design and implement.12 Project lacks an effective top-management sponsor. Low Project Manager13 Layoffs and cutbacks reduce team’s capacity. Low Project Manager14 Management or marketing insists on technical decisions that High Project Manager lengthen the schedule.15 Inefficient team structure reduces productivity. Low Project Manger16 Management review/decision cycle is slower than expected. Low Project Manager17 Budget cuts upset project plans. Low Project Manger18 Management makes decisions that reduce the development Low Project Manger Confidential Page 12 8/9/2011
  13. 13. Project Charter# Risk Area Likelihood Risk Owner team’s motivation.19 Non-technical third-party tasks take longer than expected Low Project Manager (budget approval, equipment purchase approval, legal reviews, security clearances, etc.).20 Planning is too poor to support the desired development speed. Low Project Manager21 Project plans are abandoned under pressure, resulting in High Project Manager chaotic, inefficient development.22 Management places more emphasis on heroics than accurate Medium Project Manager status reporting, which undercuts its ability to detect and correct problems.23 End user insists on new requirements. High Software Vender24 End user ultimately finds product to be unsatisfactory, requiring High Software Vender redesign and rework.25 End user does not buy into the project and consequently does High Project Manager not provide needed support.26 Contractor does not deliver components when promised. High Project Manager27 Contractor delivers components of unacceptably low quality, Low Project Manager and time must be added to improve quality.28 Contractor does not buy into the project and consequently does Medium Project Manager not provide the level of performance needed.29 Requirements have been base lined but continue to change. Medium Project Manager30 Requirements are poorly defined, and further definition expands High Project Manager the scope of the project.31 Additional requirements are added. High Project Manager32 Task prerequisites (e.g., training, completion of other projects, Low Project Manager acquisition of work permit) cannot be completed on time.33 Poor relationships between developers and management slow Medium Project Manager decision-making and follow through.34 Team members do not buy into the project and consequently High Project Manager does not provide the level of performance needed.35 Low motivation and morale reduce productivity. Medium Project Manager36 Lack of needed specialization increases defects and rework. Medium Project Manager37 Personnel need extra time to learn unfamiliar software tools or Medium Project Manager environment.38 Personnel need extra time to learn unfamiliar hardware Medium Project Manager environment.39 Contract personnel leave before project is complete. Medium Software Vender40 Permanent employees leave before project is complete. Low Project Manager41 New development personnel are added late in the project and Low Project Manager additional training and communications overhead reduces existing team members’ effectiveness.42 Team members do not work together efficiently. Low Project Manager Confidential Page 13 8/9/2011
  14. 14. Project Charter # Risk Area Likelihood Risk Owner 43 Conflicts among team members result in poor communication, Low Project Manager poor designs, interface errors and extra rework. 44 The personnel most qualified to work on the project are not High Project Manager and available for the project. Division Heads 45 Personnel with critical skills needed for the project cannot be Medium Project Manager found. 46 Key personnel are available only part time. High Project Manager 47 Not enough personnel are available for the project. High Project Manager 6 Project Team Organization PlansProject Team Role Project Team Member(s) ResponsibilitiesSCRMP Project Manager Mr. Brett Carlsen Project ManagerSoftware Vender SCRMP Project Lead Mr. Bill Ted Software developer / contracted toDeveloper provide tech staffIT current information systems specialist Mr. Loren Schwappach System/Process expertSales unit manager / process expert Ms. Alice Wonderland System/Process expertProduct fulfillment unit manager / process Mr. Ace Ventura System/Process expertexpertCustomer service unit manager / process Mr. Bobby Boogerton System/Process expertexpertBilling unit manager / process expert Mr. Kooky Kink System/Process expertMarketing unit manager / process expert Mr. Marin Moxley System/Process expertHLR Inc. Division Lead Mr. Rumpelstiltskin Ensures PM receives full assistance and resource use from IT / sales / product fulfillment / customer service / billing / and marketing department division heads. Confidential Page 14 8/9/2011
  15. 15. Project Charter7 APPROVALSPrepared by __________________________________ Project ManagerApproved by __________________________________ Project Sponsor __________________________________ Executive Sponsor __________________________________ Client SponsorConfidential Page 15 8/9/2011

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