John Henderson Tywon Petty Andrew shearer 2.6.2020 GSL 630 strategic project management Project Charter team 3 1 AGENDA Develop Project Charter - Chicago 2 Inputs: Business Documents Business Case Increasing levels of gun violence over last 5 years. High economic cost High human cost Community distrust of police due to over policing. Disproportionalities in stops, searches, arrests. Lack of collaboration with community in reduction strategies Perceptions of police bias 3 Inputs: Business Documents Business Case (continued) Portland Police Bureau Gang Enforcement Since 2013 shootings have gone Since 2013 group related nexus 4 Inputs: AGREEMENTS Collaboration with academics on ways to review existing data to identity those most at risk for violence Prevention through collaboration with service providers to connect with those at risk. Collaboration with community for transparency, understanding, and support 5 Inputs: Enterprise Environmental Factors External Factors Internal Factors Gun violence areas receive a harsher hand when carrying out justice Governments lean towards more prisons /incarceration and less rehabilitation Gun violence areas are sometimes low-income, hi-drug reported, hi-crime rate, and over-extended social and emergency services. Historical distrust of police and government/ vise-versa Gun-violence areas have social & health infrastructure that is extended and under resourced Communication channels are lack-luster because of poor coms between families, police, and courts 6 Inputs: Organizational Process Assets Specialized investigative Police team focused on gun violence response. Biweekly shooting reviews of every incident where all criminal justice stakeholders are at the table A collaboration among the LE partners to ensure that the most violent offenders are the focus to prevent the NEXT shooting, not just solve the last shooting. Historical, Pattern, and Trend analysis 7 Tools and Techniques – Expert Judgement Subject matter experts to include: National Institute for Criminal Justice Reform (NICJR) California Partnership for Safer Communities (CPSC) L.E. executives (Oakland, Stockton, Chicago, Boston) Outreach organizations from listed cities (Unite Oakland, READI Chicago, etc.) Academics The first category of Tools and techniques is Expert judgment. In the context of a gun violence reduction strategy seeking out those in the industry with lived experiences in developing similar strategies in other communities should be consulted with. In our case, seeking the expert judgement of organizations such as the California Partnership for Safer Communities (CPSC) and the National Institute for Criminal Justice Reform (NICJR) would be critical. They have been instrumental in developing and implementing similar programs in other cities so their technical knowledge is invaluable. Entering into partnership with them as consul ...

1. John Henderson
Tywon Petty
Andrew shearer
2.6.2020
GSL 630 strategic project management
Project Charter
team 3
1
AGENDA
Develop Project Charter - Chicago
2
Inputs: Business Documents

2. Business Case
Increasing levels of gun violence over last 5 years.
High economic cost
High human cost
Community distrust of police due to over policing.
Disproportionalities in stops, searches, arrests.
Lack of collaboration with community in reduction strategies
Perceptions of police bias
3
Inputs: Business Documents
Business Case (continued)
Portland Police Bureau Gang Enforcement
Since 2013 shootings have gone
Since 2013 group related nexus

3. 4
Inputs: AGREEMENTS
Collaboration with academics on ways to review existing data to
identity those most at risk for violence
Prevention through collaboration with service providers to
connect with those at risk.
Collaboration with community for transparency, understanding,
and support
5
Inputs: Enterprise Environmental Factors
External Factors
Internal Factors
Gun violence areas receive a harsher hand when carrying out

4. justice
Governments lean towards more prisons /incarceration and less
rehabilitation
Gun violence areas are sometimes low-income, hi-drug
reported, hi-crime rate, and over-extended social and emergency
services.
Historical distrust of police and government/ vise-versa
Gun-violence areas have social & health infrastructure that is
extended and under resourced
Communication channels are lack-luster because of poor coms
between families, police, and courts
6
Inputs: Organizational Process Assets
Specialized investigative Police team focused on gun violence
response.
Biweekly shooting reviews of every incident where all criminal
justice stakeholders are at the table
A collaboration among the LE partners to ensure that the most
violent offenders are the focus to prevent the NEXT shooting,
not just solve the last shooting.
Historical, Pattern, and Trend analysis

5. 7
Tools and Techniques – Expert Judgement
Subject matter experts to include:
National Institute for Criminal Justice Reform (NICJR)
California Partnership for Safer Communities (CPSC)
L.E. executives (Oakland, Stockton, Chicago, Boston)
Outreach organizations from listed cities (Unite Oakland,
READI Chicago, etc.)
Academics
The first category of Tools and techniques is Expert judgment.
In the context of a gun violence reduction strategy seeking out
those in the industry with lived experiences in developing
similar strategies in other communities should be consulted
with. In our case, seeking the expert judgement of
organizations such as the California Partnership for Safer
Communities (CPSC) and the National Institute for Criminal
Justice Reform (NICJR) would be critical. They have been
instrumental in developing and implementing similar programs
in other cities so their technical knowledge is invaluable.
Entering into partnership with them as consultants during the
planning phase will help guide our efforts. Seeking out Police
executives in cities where similar programs have been
implemented to provide us their expertise will give us
perspective on challenges and opportunities to be expected.

6. While the CPSC and NICJR have experience in other cities, we
will need input from SME’s in our own city. Those SME’s will
likely be from a variety of service providers who specialize in
trauma informed care and outreach to violence victims. In
order for us to implement a collaborative effort that brings all
the resources under a common strategy seeking to meet a
common goal, we need to seek their guidance on where they
think the risks might be that could disrupt the overall effort.
Examples would include Unite Oakland or READI Chicago
Academics who have researched gun violence reduction models
can play a role in determining what has worked or not and the
identified reasons why. Strategies that have been researched
and undergone academic rigor in evaluation of them are where
we should focus.
8
Tools and Techniques-Data gathering
Brainstorming - C.J. system partners, Social Service partners.
Focus groups - Community, families impacted by gun violence,
those on parole/probation.
Interviews - Elected officials and community leaders
Surveys - wide sections of community
Data gathering in the form of brainstorming, focus groups, and
interviews is another technique we would engage in.
Brainstorming sessions would likely be most effective to begin
with in smaller groups defined by their potential role in the
program. I would pull together leaders from the regional law
enforcement agencies at the city , county, state, and federal

7. level. Collaborating on what common strategy could include
each of those stakeholders given their unique roles within the
larger criminal justice system could provide guidance.
The same kind of brainstorming could occur with leaders from
existing social service providers to determine not just what they
are capable of under common strategy, but equally as important
what they are not capable of. Knowing that will allow them to
identify if additional private or public funding might be
required to implement this comprehensive programs.
Focus groups led by community leaders that included a range of
community members could provide architects of the program
with insight into public support (or skepticism) of the program.
Any time the idea of increasing police presence in violent areas
is raised it also raises concern by those communities about what
the negative impacts to them might be. Will they be stopped
more often? Will they be searched or arrested more frequently
or for low-level offenses? The success of the program hinges
on community advocacy for it and without focus groups to
determine their opinion and gain their input, the program will
fail.
Interviews with elected officials and community leaders to
educate them on the current state of affairs and to solicit their
input on what levels of support they may provide. The program
should be mutually beneficial to all parties.
Surveys would be conducted across a wide range of community
to solicit input from much larger segments of the city than could
be obtained by the focus groups. Capturing information on
how safe people feel in their community, their level of
confidence and trust in their police, how they view the criminal
justice system, and other topics would be captured and
evaluated. Geographic and demographic information would be
identified so we could use a data driven approach to address

8. communities concerns.
9
Successful running of a project requires that there is effective
team working.
The ability to work together is a valuable asset that involves
many interpersonal skills (Muller & Turner, 2017).
Conflict management, to achieve desired results as a team, there
must be effective ways of conflicts fairly, sensibly and
efficiently.
Facilitation, successful achievement of the desired goals can
only be achieved by working as a team to facilitate the project
in place.
Meeting management, time is crucial when running meetings
and this is a key tool when managing teams to ensure desired
goals are achieved.
Interpersonal and team skills
Personal skills and the ability to work with others as a team are
also crucial tools in the running of the team. As such,
management of the conflicts, facilitation of the activities, and
proper meeting management to achieve the desired goals.
10
Meetings is when one or two people come together to discuss on
various topics
In project management, meetings are crucial in running of the
project
Meetings are usually conducted to help in coming up with a
resolutions on the problems at hand.
In project management, meetings can only be productive when
there is brainstorming, interviewing and use of other data
collection methods to ensure the project is successful.

9. Meetings are essentials when managing a project. Therefore, as
a project manager, meetings are some of the vital tools that one
should use to pass information (Haines, Idemudia &
Raisinghani, 2017).
Meetings
Meetings also play vital roles in the collection of data and
getting of views from various people to help in coming up with
effective resolutions for the problems at hand.
11
These are essential ways in which we must be able to manage
the outputs of the business.
Project Charter, this provides the entire process of the business
from the initial stages to the final stage providing an avenue for
the investor to use the document in making decisions.
Assumptions log, this is a summary document of all the
assumptions that have been made in the entire running of the
business, collection of data and overall operating of the
business.
These are essential tools of determining the amount of produce
given out by the company that there is effective
outputs
The success of the business cannot be determined without
considering the output of the business. There must be analysis
of the business to determine an overall performance of the
company. In this regard, all the outputs can be determined by
the use of project charter and assumption log provides an

10. opportunity for the determination of the overall outputs.
12
Heartlandalliance.org. (2020, February 2). Retrieved from
READI Chicago: https://www.heartlandalliance.org/readi/
Moe, L. K. (2015). Procedural Justice for Law Enforcement: An
Overview. Washington D.C.: Center for Public Safety and
Justice.
NICJR. (2018). Stockton California, the Cost of Gun Violence.
National Institute for Criminal Justice Reform.
Oakland, C. o. (2018, September 13). Oaklandca.gov. Retrieved
from City of Oakland:
https://www.oaklandca.gov/resources/does-ceasefire-work
Basu, R. (2017, September). Quality management tools and
techniques in major infra-structure projects. In 2017 6th
International Conference on Reliability, Infocom Technologies
and Optimization (Trends and Future Directions)(ICRITO) (pp.
114-126). IEEE.
Haines, T., Idemudia, E. C., & Raisinghani, M. S. (2017). The
conceptual model for agile tools and techniques. American
Journal of Management, 17(3).
Muller, R., & Turner, J. R. (2017). Project-oriented leadership.
Routledge.
Radujković, M., & Sjekavica, M. (2017). Project management
success factors. Procedia engineering, 196, 607-615.
references
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