Unit 2.1 Develop Project Charter

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Developing a project charter before each project is started would improve the prioritizing process at Williamson. A project charter or contract is a necessary tool that helps get the ball rolling with any project. A charter should be a short, brief synopsis of the project that gives the project manager permission to start the project, help the sponsor and project team members develop a clear understanding, holds persons involved accountable, and screening project that have potential (Kloppenborg, Nkomo, Fottler, & McAfee, 2012). A project charter can also identify the potential of a project before it begins so the team can assess whether or not the project should be attempted at this time or another. This approach could help Williamson develop a more systematic strategy to prioritizing projects. Research has shown that only 12.5 percent of companies look at their projects to see if they align with their business and that project failure is mostly due to businesses not having a

EMGT 170 class will hold a 5 kilometers run called the Pacific Undies Run as a part of our class

The intent of the project at hand is to ensure that larger families have an enjoyable, stress free vacation within a reasonable budget. We will explore possibilities beyond the limited amount of people per hotel room, and discover affordable ways to accommodate the perspective families when they exceed the standard limits.

Project charters are a useful tool in the world of project management. Typically, project charters are issued by management and authorize project managers to proceed with a project and use organizational resources (Larson & Gray, 2014). At the Air Force Audit Agency, (AFAA), we utilize an audit announcement letter to initiate our audits. The audit announcement letter serves as the project charter for our audits.

The Project Charter defines the scope, objectives, deliverables and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling, and

I was able to correlate almost all the concepts of project lifecycle with my experience in Tata Consultancy Services (TCS) as a software engineer. Author’s project charter discussion involves the role of stakeholders and some project documents like business case and contracts. I was working in a small team of 15 under the client Experian, a global credit information group. The stakeholder’s relationship in the project was banks to Experian and Experian to TCS. The banks request list of people having certain credit scores. Experian outsource that work to TCS to create program that generates the list required by banks. Since this business between TCS and Experian goes in contract, it is Experian that decides whether to take a bank’s request and TCS takes all the requests of Experian. A start of any solution will be initiated by a business case document as mentioned in this book. Whenever a new solution needs to be developed, first I received a business document containing the purpose of the document, high-level design, low-level design, project objectives, project approval, assigned project manager and project sponsor. As I was only a developer, the budget information would be stripped from the document. And regarding scheduling, I had the independence to design my own schedule. Change request will also be sent through the same business case document with the changes highlighter. Once the development was over, the project goes to a

2. Support customer service team with flexible workflows to manage cases using shared customer knowledge

This Project Charter describes the purpose, scope, objectives, estimated cost/ effort/ duration, risk and constraints, assumptions, approach and organization.

Several adaptations to the traditional approaches like agile, interactive, phased, extreme, etc have been made but each will be expected to meet the requirements of the project objectives, timeline, resources, and deliveries of the stakeholders. Other industry standard certifications like ISO9000 and regulations like the Sarbanes-Oxley have also influenced methodologies and processes used by several organisations (Kerzner, 2003). Generally, managing projects should involved five major process which include the project initiation, planning, execution, monitoring and controlling, and then project closing. See Fig. 2 below.

This Project Charter Template is free for you to copy and use on your project

|These templates are based on product descriptions given in the PRINCE2 manual ‘Managing Successful Projects with PRINCE2’, third |

The PMBOK Guide (Project Management Institute, 2008) states that the statement of work (SOW) should be written to be complete, clear and concise; it should include details of any services to be required as well as specific content and format requirements for the procurement. (p. 326) While this is meant to provide for the best vendor selection, at times my clients have not considered the SOW to be as important as it is and not having a properly defined SOW has hindered selection of the most effective vendor. Contracting officers can only go off what has been given to them and if the SOW is not clear, or is missing, the vendor selected through the evaluation criteria may not meet actual expectations.

The preparation of an effective SOW requires both an understanding of what this client needs are and what goods or services are needed for each

As an Organizational Development Practitioner, there are several phases to conduct their job obligations; such as: the consulting phase, and the entry phase. Therefore, both are needed for the OD practitioner to become productive and beneficial for the client (s). The first step to the entry level is to describe the services that will be offered to clients, and inform the clients of the expectations and any potential delays that may occur while exchanging services, and give the clients a survey and to help determine their needs and concerns. Based on the research collected during this phase, and knowing the needs of the clients, sending a brochure so there