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PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docx
- 1. PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATION Project Name: Project Sponsor: Project Manager: Email Address: Phone Number: Organizational Unit: Process Impacted: Expected Start Date: Expected Completion Date: Expected Savings: Estimated Costs: Green Belts Assigned: Black Belts Assigned: PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES Problem or Issue: Purpose of Project:
- 2. Business Case: Goals/Metrics: Expected Deliverables: PROJECT SCOPE & SCHEDULE Within Scope Outside of Scope PROJECT RESOURCES & COSTS Project Team Support Resources Special Needs PROJECT BENEFITS & CUSTOMERS Process Owner Key Stakeholders Final Customers Expected Benefits PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS Risks: Constraints:
- 3. Assumptions: DISCLAIMER Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the website or the information, articles, templates, or related graphics contained on the website. Any reliance you place on such information is therefore strictly at your own risk. Test for Understanding Study Guide PSYC 3003 Week 6 This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7. This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide. Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor
- 4. will not provideyou with the answers to the study guide. Chapter 7 – Naturalistic Methods 1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology: a. Observational b. Case studies c. Archival 2. Be familiar with how the following sampling methods are conducted: a. Time b. Event c. Individual 3. What is systematic observation? Which of the above listed sampling methods involves this approach? 4. Be able to identify examples of methodology that involves the use of behavioral categories. 5. Be able to distinguish among the differences, and identify examples of, the following terms: a. Acknowledged participant b. Unacknowledged participant c. Acknowledged observer d. Unacknowledged observer 6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted? 7. What is a content analysis? Which method(s) utilize this approach? 8. What are some ways to reduce observer bias in observational research? 9. What are the possible ethical concerns with researchers hiding their identity while conducting naturalistic methods?
- 5. Chapter 14 – Quasi-Experimental Research Designs 1. Know howquasi-experimental research is both alike and different from true experimental research methods. 2. Know how quasi-experimental research is both alike and different from correlational research. 3. Be able to identify the strengths and limitations of quasi- experimental designs. 4. Be a able to distinguish among, and identify examples of, the various types of quasi-experimental designs, including: a. Participant variable b. Single-participant c. Single-group d. Single-group before-after e. Comparison-group f. Comparison-group before-after g. Reversal h. Time-series i. Longitudinal j. Cross-sectional k. Program evaluation 5. Be able to distinguish among, and identify examples of, the various threats to the validity of quasi-experimental designs listed above such as: a. Attrition b. Maturation c. Selection d. History e. Retesting 6. Know which threats to validity (listed above) are associated with each of the different quasi-experimental designs. 7. Be familiar with the kinds of statistical analyses that are used to evaluate quasi-experimental research. 8. Know what is meant when there is a regression to the mean? Why could this potentially be a problem?
- 6. © Laureate Education 2015 1 Project Management in Practice Sixth Edition Copyright © 2016 John Wiley & Sons, Inc. Chapter 3 Project Planning Dr. Iman Nosoohi 3-2 What are the reasons of project failure? 3-3 Our Objectives Today! qProject plan, Project charter qWork Breakdown Structure (WBS) qOrganization Breakdown Structure (OBS) qResponsibility Assignment Matrix (RAM) qRACI Matrix 3-4
- 7. Project Plan • Primary function of a project plan is to serve as a roadmap • Should include the business case, financial benefits, and strategic reasons for the project • Should contain sufficient information to know the status of the project at any time • Also needs the project’s history to date 3-5 Elements of a Proper Project Plan • The process for managing change • A plan for communicating with and managing stakeholders • Specifying the process for setting key characteristics of the project deliverable • Establishing the cost baseline for the project and developing a plan to manage project costs 3-6
- 8. Elements of a Proper Project Plan continued • Developing a plan for managing the human resources assigned to the project • Developing a plan for continuously monitoring and improving project work processes • Developing guidelines for procuring project materials and resources 3-7 Elements of a Proper Project Plan continued • Defining the project’s scope and establishing practices to manage the project’s scope • Developing the Work Breakdown Structure • Developing practices to manage the quality of the project deliverables • Defining how project requirements will be managed 3-8
- 9. Elements of a Proper Project Plan concluded • Establishing practices for managing risk • Establishing the schedule baseline and developing a plan to manage the project’s schedule 3-9 Project Charter A project charter is a formal, typically short document that describes your project in its entirety — including what the objectives are, how it will be carried out, and who the stakeholders are. 3-10 Categories of Elements to Include in Project Charter • The business need for the project • The assumptions underlying the project • Key constraints • Customer requirements • Identification of high-level risks • Key project milestones • A high-level budget
- 10. • A list of key stakeholders • The PM assigned to the project • The boundaries of the project 3-11 3-12 Examples for Project Charters 3-13 3-14 3-15 3-16 3-17
- 11. 3-18 The Planning Process-Overview 1. Develop and evaluate the concept of the project 2. Carefully identify what project deliverables must have to be successful 3. Create a system 4. Test the prototype 5. Integrate the deliverable into target system 6. Validate the deliverable 7. Let client test it 8. Make sure client understands operating and maintenance requirements 3-19 The Planning Process-Nuts and Bolts • Once approved, project should have a launch meeting • New project manager should review project objectives 1. Make sure they understand 2. Identify important senior managers 3. Determine if anything is atypical • Senior manager introduces project to group – Project manager chairs launch meeting
- 12. 3-20 3-21 Results of the Launch Meeting 1. The project’s scope is understood 2. Various functional managers understand their responsibilities and have committed to develop an initial task and resource plan 3. Any potential benefits to the organization outside the scope are noted 3-22 Any Questions? 3-23 Sorting Out the Project-The Work Breakdown Structure (WBS) • Inadequate up-front planning is a primary contributor to the failure of a project • A primary purpose of the WBS is to ensure
- 13. that no task is overlooked • Every task, no matter how small, should be listed – Along with material and human resources • This is a non-trivial task 3-24 More on WBS Design 3-25 An Introduction to WBS – Over the years, it was determined that project managers needed a tool to help capture and control their project scope. – This led to the development of a Work Breakdown Structure (WBS). – The WBS is the most important item in defining and controlling the project scope. 3-26 What is a WBS?
- 14. • The Work Breakdown Structure (WBS) is a tool that defines a project and groups the project’s discrete work elements in a way that helps organize and define the total work scope of the project. • A WBS element may be a product, data, a service, or any combination. 3-27 • The WBS is a dynamic tool and can be revised and updated as needed by the project manager. What is a WBS? 3-28 Why WBS is needed? Not all projects have a WBS, and it is true that some of these projects have been successful. So why is a WBS needed? The WBS: q Provides a framework for organizing and managing the approved project scope. q Helps ensure you have defined all the work that makes up the project
- 15. q Provides a framework for planning and controlling cost and schedule information q It’s better to be deliberate about planning than rely on luck! 3-29 The first three levels of WBS: qLevel 1 contains only the project end objective. qLevel 2 contains the major product segments or subsections of the end objective. qLevel 3 contains definable components, subsystems or subsets, of the Level 2 major segments. 3-30 Developing a WBS (1/4) 1.Identify final project products necessary for achieving project success. The WBS should assist the project manager in developing a clear vision of the end product. • You need to answer the following question:
- 16. – What must be delivered to achieve project success? 3-31 Developing a WBS (2/4) 2.Identify the major deliverables necessary for project success. – These are items that by themselves do not satisfy the project need but combined make up a successful project. – Example: design, production, acceptance test completion, delivery. 3-32 Developing a WBS (3/4) 3.Incorporate additional levels of detail until management requirements for managing and controlling the project are met. – Remember that each project is different, thus each WBS will be different. – WBS’s from previous projects can be used as templates, but remember that the management philosophy and the level of details may be different from project to project
- 17. 3-33 Developing a WBS (4/4) 4. Review and refine the WBS until the stakeholders agree with the level of project planning and reporting. 3-34 WBS Examples 3-35 3-36 3-37 3-38 3-39
- 18. 3-40 3-41 1 ACME Housing Corporation 1.1 New Home Construction 1.1.1 Concrete 1.1.1.1 Pour Foundation 1.1.1.2 Install Patio 1.1.1.3 Pour Stairway 1.1.2 Framing 1.1.2.1 Frame Exterior Walls 1.1.2.2 Frame Interior Walls 1.1.2.3 Install Roofing Trusses 1.1.3 Plumbing 1.1.3.1 Install Water Lines 1.1.3.2 Install Gas Lines 1.1.3.3 Install B/K Fixtures 1.1.4 Electrical 1.1.4.1 Install Wiring 1.1.4.2 Install Outlets/Switches 1.1.4.3 Install Fixtures 1.1.5 Interior 1.1.5.1 Install Drywall 1.1.5.2 Install Carpets 1.1.5.3 Install Painting
- 19. 1.1.6 Roofing 1.1.6.1 Install Felt 1.1.6.2 Install Shingles 1.1.6.3 Install Vents 3-42 A Sample (Partial) WBS Figure 3-1 3-43 Notes on WBS • Microsoft Project (MSP) will make a WBS list at the touch of a key – But not a tree-chart • At any given level, the “generality” or “degree of detail” of the tasks should be roughly at the same level • The breakdown of level 1 tasks should be delegated to someone who will carry out the level 2 tasks • The job of planning should be delegated to the lowest competent level 3-44
- 20. Extensions of the Everyday WBS • WBS generally oriented towards deliverables • Can be reshaped with some additional data often not included in the WBS 1. Estimates of resources for each task 2. Estimates of the time for each task 3. Who has responsibility for each task 4. Sequence information for each task • Increases it orientation toward planning and administration 3-45 Organization Breakdown Structure (OBS) 3-46 Organization Breakdown Structure (OBS) qNow that our WBS is developed, the appropriate resources and responsibilities need to assigned. qThe first step in doing this is developing the Organizational Breakdown Structure (OBS) for the project.
- 21. qThe OBS indicates the organizational relationships and is used as the framework for assigning work responsibilities. 3-47 • Although a WBS can be depicted so as to look like an organizational chart, it is not an organizational chart. • Remember the WBS defines a project and groups the project elements for managing a project. • An organizational chart describes the project team that will accomplish the project. WBS is different from OBS… 3-48 qIn the following is an example of the OBS for the ACME house building project. qThe OBS is structured by Responsible Department and then by Performing Department at the lowest level. Organization Breakdown Structure (OBS)
- 22. 3-49 CONCRETE PERF DEPT 6010 M. Manning MASONRY PERF DEPT 6020 T. Greams TEST PERF DEPT 6030 K. Neumann CIVIL RESP DEPT R. Kelly CARPENTRY PERF DEPT 5010 R. Sites ROOFING
- 23. PERF DEPT 5020 Y. Taylor DRYWALL PERF DEPT 5030 D. Smith STRUCTURAL RESP DEPT P. Tate PERF DEPT 4010 S. Johnson HOOKUP/TIE-IN PERF DEPT 4020 P. Ottis ELECTICAL RESP DEPT J. Sims WATER/SEWER PERF DEPT 3010
- 24. K. Wells GAS PERF DEPT 3020 R. Oriely PLUMBING RESP DEPT R. Lee PROJECT OFFICE RESP DEPT B. Smithers WIRING 3-50 WBS+OBS=RAM (Responsibility Assignment Matrix) qWith the relationships and responsibilities defined, the next step is to merge the WBS and OBS. qMerging the WBS and OBS, the project manager creates a Responsibility Assignment Matrix (RAM).
- 25. qThe RAM displays the lowest level of both the WBS and the OBS. 3-51 Responsibility Assignment Matrix (RAM) Responsibility Assignment Matrix Responsibility Assignment Matrix CO NC R ET E PE R F D EP T 60 10
- 46. EP T B. Sm ith er s W IR IN G 3-52 RAM Performing Dept. Manager Pour Foundation 1.1.1.1 Install Patio 1.1.1.2 Pour Stairway 1.1.1.3
- 47. Frame Exterior Walls 1.1.2.1 Frame Interior Walls 1.1.2.2 Install Roofing Trusse 1.1.2.3 Install Water Lines 1.1.3.1 Install Gas Lines 1.1.3.2 Install B/K Fixtures 1.1.3.3 CONCRETE DEPT 6010 Manning X X X MASONRY
- 48. DEPT 6020 Greams X TEST DEPT 6030 Neumann X X X CARPENTRY DEPT 5010 Sites X X X ROOFING DEPT 5020 Taylor X DRYWALL DEPT 5030 Smith X WIRING DEPT 4010 Johnson HOOKUP/TIE-IN DEPT 4020 Ottis WATER/SEWER DEPT 3010 Wells X X GAS DEPT 3020 Oriely X X 1.1.3 PLUMBINGCONCRETE 1.1.1 FRAMING 1.1.2 3-53 RAM (with hours/dollars) Performing Dept. Manager Pour Foundation
- 50. 1.1.3.2 Install B/K Fixtures 1.1.3.3 CONCRETE DEPT 6010 Manning 200 125 85 MASONRY DEPT 6020 Greams 50 TEST DEPT 6030 Neumann 20 10 5 CARPENTRY DEPT 5010 Sites 300 250 175 ROOFING DEPT 5020 Taylor 100 DRYWALL DEPT 5030 Smith 275 WIRING DEPT 4010 Johnson HOOKUP/TIE-IN DEPT 4020 Ottis WATER/SEWER DEPT 3010 Wells 100 15 GAS DEPT 3020 Oriely 125 25 1.1.3 PLUMBINGCONCRETE 1.1.1 FRAMING 1.1.2
- 51. 3-54 SUCCESS CRITERIA (1/2): • WBS Dictionary is a narrative description of the lowest level for each WBS element • The key to a good WBS and WBS Dictionary is the engagement of project team members to comprehensively identify and discuss activities for the project. 3-55 SUCCESS CRITERIA (2/2): • A Project Manager must ensure that all the work that needs to be accomplished for the project is contained within the WBS Dictionary and is understood by team members. • All work should have clearly defined duration, resources, dependencies, and level of effort. 3-56 More on the Work Breakdown Structure and Other Aids • RACI Matrix is a table
- 52. • Project tasks derived from the WBS listed in rows and departments and individuals in the columns • Helps organize the project team 3-57 The RACI Matrix Figure 3-5 3-60 The Design Structure Matrix • The Design Structure Matrix (DSM) can address the issue of information flow as well as precedence relationships of tasks 3-61 Example DSM for Project with Six Activities 3-62
- 53. Agile Project Management • Lean management techniques applied to project management to lower costs, improve project outcomes, and reduce project completion times • Projects completed in stages of 1 to 4 weeks 3-63 Comparison of Agile Project Management and Traditional Waterfall Approach 3-64 Benefits of Agile Project Management • Better project outcomes • Increased customer satisfaction • Improve morale of project team members • Increased collaboration and project visibility 3-65 Copyright Copyright © 2016 John Wiley & Sons, Inc.
- 54. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information herein. Waftly Towers Rehabilitation – Project Charter © Copyright 2009-‐2011, Calleam Consulting Ltd. All rights reserved Project
- 64. previously tarnished image 3. Restore the reputation of the property within the local community 4. Restore the reputation of the property in the eyes of the major sales channels 5. Provide guests with a welcoming environment
- 66. for events with up to 100 guests 8. Lay the foundation for the creation of a brand image for a chain of Melbury Hotels Robert� 09-3-9 2:24 PM Robert� 09-3-9 2:50 PM Robert� 09-3-9 2:51 PM Robert� 09-3-9 3:22 PM Robert� 09-3-9 2:29 PM
- 67. Robert� 09-3-9 2:22 PM Robert� 09-3-9 3:49 PM Robert� 09-3-9 2:42 PM Comment: Document is dated and versioned to allow different versions to be identified, thereby preventing confusion from people having different versions Comment: Charter’s should be approved at
- 76. approved Architectural blueprints (version 3.6) 2. Hire staff and bring the property up to an operational level, 3. Reopen the hotel, 4. Manage the hotel for 1 year and achieve the goals defined in
- 79. b. The property will achieve an 95% satisfaction rating among guests completing and returning the guest survey forms, c. The property will reach breakeven on a monthly basis, d. Bookings of the hotel’s meeting facilities
- 80. are to average a 75% utility rate, e. Occupancy rates will be maintained at 85% throughout the year. 2. Longer term goals a. The property will achieve a 30% gross profit margin on operational expenses
- 84. 1. Physical construction and renovation a. Renovation of the existing 30 room property b. Restoration of the grounds and landscaping of the gardens c. Construction of a new east wing of the hotel, consisting of
- 85. 40 additional rooms d. Construction of an enclosed, heated porch to allow the restaurant capacity to be increased to a capacity of 60 people 2. Business development a. Development and implementation of
- 87. R Goatham� 11-8-12 1:07 PM Robert� 11-8-12 1:15 PM Robert� 09-3-9 3:30 PM Robert� 09-3-17 4:17 PM Robert� 09-3-9 2:45 PM Comment: To ensure the context for subsequent project related decision making is set and to provide a basis for tracking progress towards those goals,
- 93. and development a. To develop a website with online reservations capabilities b. To select and install a Property Management System that will automate billing, accounting and back office functions c. Addition of telecommunications infrastructure
- 97. b. Attainment of all required business licenses and permits c. Establishment of a supply chain for all goods and services needed to operate the hotel d. To stage an official opening e. To perform a transition of
- 100. Mooze – VP Marketing, Melbury Investments 2. External parties a. Mr Benjamin There – Manager Torquay Tourist Board b. Ms Sheila Bismark – Director Hotel Sales, On-‐Line Sales Are Us ltd c. Mr Peter Aperboy
- 105. be reopened without guests being inconvenienced by ongoing construction 6. All work is to be completed with as little disruption to neighbouring homes as possible Robert� 09-3-9 3:33 PM Robert� 09-3-9 3:33 PM Robert� 09-3-9 2:36 PM Robert� 09-3-9 3:12 PM
- 118. and professionals needed to complete the project 4. Solicit bids for fixtures and furnishings 5. Initiate the process of identifying and recruiting a Hotel Manager 6. Approve budget allocations and spending up to $50K
- 120. Sponsor shall be responsible for 1. Entering into contracts with external parties for the provision of goods and services 2. Approving the overall project budget 3. Approving invoices over $50K 4. Approving all
- 124. plan are to be made following discussion and approval by the steering committee. Robert� 09-3-9 3:36 PM Robert� 09-3-9 4:06 PM Robert� 09-3-9 3:21 PM Robert� 09-3-9 3:21 PM Robert� 09-3-17 4:18 PM Robert� 09-3-9 3:49 PM Robert� 09-3-9 3:54 PM Robert� 09-3-9 3:54 PM Robert� 09-3-9 4:10 PM Robert� 09-3-9 4:10 PM Robert� 09-3-9 3:38 PM
- 125. Robert� 09-3-9 4:04 PM Comment: Budget figure is clearly established Comment: Note that at this point the budget represents an “allocation” and may be subject to change once later planning is complete. Although
- 129. Comment: The size of the contingency is clearly established Comment: Ownership of the contingency is clearly established Comment: Again Charter acknowledges that adjustments to the budget may be required as
- 131. established. Comment: Note focus on specifically allocating authorities for activities that involve interacting with external parties Comment: Note limits on spending authorities are established Comment: Responsibility for entering into
- 136. Towers -‐ Melbury Investments purchase agreement version 1.3 2. Melbury Investments market research (Torquay) version 2.1 3. Waftly Towers Business Case & Risk Assessment version 1.8 4. Waftly Towers East wing extension approved architectural drawings version
- 137. 3.6 Robert� 09-3-9 3:16 PM Comment: Rather than repeating information or providing too much detail, reference is made to the supporting documentation