Project Charter and Scope Statement
Develop a project charter and scope statement for a small-scale project. Your instructor will decide if this assignment will be completed individually or in a group.
Upon completing this assignment, the learner will be able to describe the elements used in a project charter and scope statement and identify how they can be used in managing a small-scale project.
What is a project?
Projects are usually temporary work assignments with a distinct beginning and end. Examples of projects include:
· New product development. A special type of phone application.
· Event planning for a covid fundraising event.
create WBS, then activity tables, and finally the network diagram. From the network diagram, we also calculate something – it is called the CRITICAL path.
What do you need to make the project happen?
· Project Sponsor: Someone, usually in upper management, who approves, supports, and reviews your project. This person or committee usually connects your project to the company’s overall strategies and goals and has already determined why your project is necessary.
· Project Manager: Provides a framework for the project’s activities, identifies resources required, negotiates with other departments and stakeholders, recruits and builds the project team, works with the team to set milestones (markers that describe specific points in the project), schedules, budgets, a clear work breakdown structure (a listing of all activities required to complete the project), specifications (detailed descriptions of how the work is to be completed), and status reports; all while keeping everyone on track and contributing to clear goals
· Project Team: These are the people who use their expertise and skills to ensure the project deliverables are completed on time and on budget. Deliverables are tangible or intangible goods and services to be completed during the project. Team members must complete their assigned tasks and keep all their team mates informed of their progress and of any issues or problems that develop
· Stakeholders: These people or organizations are all affected by your project. Stakeholders can be internal, such as the construction team building your new product; or external, such as community members affected by the noise of your factory. Stakeholders are usually listed in a registry that describes how the project affects them, what type of communication need they have, and what effect they can have on your project.
· Project Charter: Should include who is doing what and for what purpose within the organization. A statement of work will usually accompany the charter. This document will state the project’s goals and objectives. Determine the criteria used to indicate whether these goals are met and outline the project’s limits. Objectives and limits are known as the scope of the project. A requirements list details how the project should improve the situation. The charter contains the formal approval for the project.
· Stakeholder Register: A listing of all those who are affected by the project and a clear vision of what will make this project a success. This criterion will be different for each stakeholder.
· Work Breakdown Structure (WBS): Details all activities required to complete the project in the order they need to be completed. The WBS is necessary to plan both the budget and the schedule.
· Specifications: This is a detailed description of the quality measures used for the project. For example, in the gingerbread challenge, the specification is that all cookies must have two eyes that are placed on the head and should be of matching color.
Specifications are very important when bidding on contracts to complete projects. If you do not specify the desired quality, the contractor may install the cheapest, least efficient materials.
· Risk Register: This describes everything that can go wrong with your project and how likely the event may be and how it may be mitigated. Risk registers also contain positive risks. These are known as opportunities that you may be able to take advantage of during the project. Not every risk is a crisis – if your cookie breaks, it is still delicious!
· Communication Plan: This document describes how you share information on your project with all your stakeholders. It details what information you share, who receives the information, how often they receive updates, and what type of response to expect.
· Budget: Details how you will spend the money your sponsor has allocated for the project. You should also have ways to adjust your cash flow as necessary, and what level of tolerance you have for maintaining the budget. You should be able to adjust the budget to plan for overruns or shortfalls found in your schedule.
· Schedule: This describes when and how long each activity will take in your project. Milestones may be included to mark important stages such as planning permission obtained, work started, or substantial completion. You should always have some float in your schedule to deal with issues that come up. Remember each item in your schedule is dependent on its predecessor and its successor.
· Status Reports: This is how you update your sponsor with the project’s progress. The status report should be brief, list completion levels for each stage, and a few highlights. You may also list any current or upcoming issues that may affect the project. Make your report easy to read and keep a consistent format throughout the project.
· Lessons Learned: Every project is an opportunity to learn. This report details the following:
o What worked well
o What you wish you had done differently
o How to improve the process
Question To answer:
Project Planning Template
Project Charter and Scope Statement
Enter the project title or description. Include a prepared by and date section.
Project Title and Description:
Every project starts with an objective. This is where you write what will be achieved and when it will be done. Review your small-scale project and your objective. Describe the project outcome and how you will know if your project is a success. This goal must be specific, measurable, attainable, realistic, and time-bound (SMART).
Consider what will be the desired results of this project? These results are called deliverables. A deliverable is a tangible or intangible product that is generated from the project. Deliverables are the reason why a project is started in the first place.
How will you know if your project is a success? You need to think about the stakeholders. These are the individuals who care or who have a direct interest in your project. Identify your stakeholders and ascertain their project requirements. This is how you will know if your project is a success.
Project Success Criteria:
What steps are required in order to complete the project? Who will be assigned to complete each task? The task assignment is also known as the work breakdown structure.
Roles and Responsibilities:
b. Tasks Owner:
Calculate a “reasonable cost” for your project. Ideally, this is a cost that is within or under your budget but also has a contingency fund for potential and perhaps unknown requirements. Keep in mind that you must produce a result that each of your stakeholders expects as this is your success criteria. This criterion will help you calculate your budget.
Project Budget and Contingency
a. Reasonable Cost:
You need approval by your project sponsor before you begin any project.
Approval and Authority to Proceed
Approval by the project sponsor.
__________________________, Project Sponsor
and also create WBS, then activity tables, and finally the network diagram. From the network diagram, we also calculate something – it is called the CRITICAL path.