Project Charter

Project Name:

Project Management Improvement Project

Example

Prepared By:Name1 - Project Manager

Position:Project manager

Date:March 2007

Version No: v2.0

Project Charter Approval Signatures

Project Name:Project Management Improvement Project

Project Manager

______

(Signature) (Date)

Name1 - Project Manager

Project Manager

Division of Information Technology – System Engineering Operations

Project Sponsor

______

(Signature) (Date)

Name2 - Project Sponsor

Process Improvement Manager

Division of Information Technology – CIO Office

Document Change Control

The following is the document control for the revisions to this document.

Version Number / Date of Issue / Author(s) / Brief Description of Change
V1.0 / August 2005 / Name1 - Project Manager / Approved Version
V1.2.1 / July 2006 / Name1 - Project Manager / Modification to clarify example for PMA
V2.0 / March 2007 / Name1 - Project Manager / Add sections for change, issue and risk management

Definitions

The following are definitions of terms, abbreviations and acronyms used in this document.

Term, Abbreviation or Acronym / Definition
CBS / Common Business Systems
CIO / Chief Information Officer
DoIT / UW-Madison Division of Information Technology
Mteam / DoIT Management Team
QTSI / Quality Technology Systems Integration
Tech Directors / DoIT Technical Department Directors

Table of Contents

1.1Business Need

1.2 Project Goals

1.3 Product Description

1.4 Project Customer, Project Sponsor, Project Manager

1.5 In Scope/Out of Scope

1.6 Critical Success Factors

1.7 Project Assumptions

1.8 Project Constraints

1.9 Project Deliverables

1.Requirements

2.1 Functional Requirements

2.High-Level Milestones and Timeline, Roles and Budget

3.2 High-Level Roles

3.2.1 Roles, Responsibilities, Skills, FTE Estimates and Sources

3.2.2 Project Organization Chart

3.3 High-Level Budget

3.3.1 Costs during the life of the Project

3.3.2 On-going Support Costs after Project Completion

4. High-Level Control Strategies

4.1 Communications Strategy

4.2 Quality Management Strategy

4.3 Issue Management Strategy for Phase 3

4.4 Change Management Strategy for Phase 3

4.5 Risk Management Strategy for Phase 3

Risk areas

Critical stakeholder risk tolerances and thresholds

Risk management objectives

Risk decision makers

4.6 Procurement Strategy

Appendix

Example - Project Charter v2.2 Page 1

1.1Business Need

The Project Management Improvement project is an initiative of process improvement efforts at DoIT, which is sanctioned by DoIT executive management through “Project Management at DoIT – A Social Contract.” This project will produce tangible products and will initiate actions to improve project management practices at DoIT. The following are some anticipated benefits of the project management improvement initiative:

  • Greater customer satisfaction with the quality of DoIT’s products and services
  • Increased expertise and consistency in project management practices throughout the organization
  • Better understanding on the part of stakeholders regarding a specific project’s status and how a project is being managed
  • Enhanced communication and participation among project stakeholders and team members
  • Greater management control of DoIT budget, timeline, and staff resource allocations
  • Ability to measure continuous improvement of project management processes and practices through the establishment of baseline data

1.2 Project Goals

Goal 1:Continuously improve DoIT’s organizational competency in all components of project management, thereby satisfying our customers with high quality products and services delivered on time, within budget, according to customer requirements

Goal 2:Establish and implementmechanisms for continuous improvement of project management competencies, providing for measurable improvements in the near and long term

Goal 3:Model exemplary behavior in project management by conducting ourselves openly, honestly, respectfully, with integrity and civility

1.3 Product Description

Effective project management involves multiple components. This project will deliver all components in multiple phases, thereby producing gradual improvements in staff effectiveness and project outcomes. Some components provide technique support mechanisms; others develop and support human and technical competencies and behaviors. The components are briefly described in the following list:

  • Framework - provides a mechanism that guides users through a proper order of project activities
  • Tools - support project team use of the framework and good project management practices
  • Project Management Skills – assure effective use of project management techniques and behaviors
  • Culture - provides an environment that nurtures, promotes, and expects well-executed projects
  • Thinking - encourages project visioning and problem solving
  • Politics - aligns project staff and customers in shared goals and efforts toward effective results
  • Communication - binds all components into a foundation that supports successful projects

1.4 Project Customer, Project Sponsor, Project Manager

Name / Organization
Project Customer / Project Managers
CIO Office
Tech Directors / UW-Madison - Division of Information Technology
UW-Madison - Division of Information Technology
UW-Madison - Division of Information Technology
Project Sponsor / Name2 - Project Sponsor / UW-Madison - Division of Information Technology -Division Office
Project Manager / Name1 - Project Manager / UW-Madison - Division of Information Technology - Division Office

1.5 In Scope/Out of Scope

In Scope

  • Developing and continuously refining a rollout strategy for project management improvements
  • Coordinating phased development and implementation of a project management framework and supporting tools
  • Coordinating efforts to improve project management competencies and behaviors at DoIT
  • Measuring usage and improvements in DoIT’s project management practices

Out of Scope

  • Measuring usage and improvements in DoIT’s project management practices

1.6 Critical Success Factors

  • Project management gaps closed at DoIT per project management measurement
  • Quick and early prioritized success
  • Leverage prior work of QTSI and other efforts
  • Success of on-going communications
  • Successful delivery of training
  • Successful peer feedback
  • Successful customer evaluation and feedback
  • Firm foundation for continuous improvement

1.7 Project Assumptions

Note: These are the project assumptions for this particular project, which do not necessarily apply to other projects. We assume all projects will follow good project management practices, but the specific project assumptions noted for each project should be specific to the project and should not replicate the assumptions stated below.

  • The goals of this project support the vision, mission, and goals of DoIT, helping faculty, staff and students realize their visions through the use of information technology.
  • The project helps DoIT achieve its goal of outstanding customer service.
  • DoIT management actively supports improvements in each of the seven component areas: framework, tools, project management skills,thinking, culture, politics,and communication.
  • DoIT management and staff comply with specifications for all project management responsibilities as stated in the “Project Management at DoIT – A Social Contract” document.
  • The timeline is reasonable and doable. The phased rollout supports early success and continued improvement. The project includes a lengthy implementation as components are developed and implemented, followed by sustained competency and improvements in the seven component areas.
  • DoIT management assigns key project roles and adequate budgetfor the development and implementation of this project.
  • Effective, adequate, and appropriate levels of communication occur between DoIT management, the sponsor, and the project team during all phases of the project.
  • The framework deliverable avoids excessive detail to ensure common understanding, flexibility, and adoption.
  • The deliverables of the project are implemented DoIT-wide, supporting many diverse functional groups, projects, and customers.

1.8 Project Constraints

Note: These are the project constraints for this particular project, which do not necessarily apply to other projects. We assume all projects will follow good project management practices, but the specific project constraints noted for each project should be specific to the project and should not replicate the constraints stated below.

  • Show definite project management improvement in six months
  • Deliver results within the project management capability level of the organization
  • Use peer reviews to ensure successful roll-out

1.9 Project Deliverables

Deliverable / Description
Phase 1
Approved Project Charter / Describes purpose, boundaries, deliverables and high-level timelines, cost and roles
Approved Project Plan / Includes baseline project schedules, budget, staffing and control plans for communication, change , issue, risk, quality and procurement management
Project Management Framework v1.0 / Describes the main stages and activities of project management. To be used as a guide.
Project Management Framework Delivery Tool v1.0 / Web based performance management system to present framework to end users
Pilot Project using the Project Management Framework v1.0 / Apply Framework to a real project and assess feedback for improvement
Phase II
Approved Project Charter / See above
Approved Project Plan / See above
Pilot Project using the Project Management Framework v1.0 / Apply Framework to a real project and assess feedback for improvement
Project Management Framework v1.1 / Revised Framework based on proposed improvements from measuring and assessingpilot project use
Project Management Framework Delivery Tool v1.1 / Revised Web based performance management system based on proposed improvements from measuring and assessingpilot project use
Project Management Quality Management / Establish the measurements to be used to assess improvement of project management at DoIT
Phase III and Thereafter
Measures of Project Management Effectiveness / To continuously improve project management practices
  1. Requirements

2.1 Functional Requirements

Note: These are the project requirements for this particular project, which do not necessarily apply to other projects. We assume all projects will follow good project management practices, but the specific project requirements noted for each project should be specific to the project and should not replicate the requirements stated below.

The following are the high-level Project Management Improvement functional requirements. Requirements that are in scope and out of scope of this project are noted. Detailed requirements can be found in the appendix.

Requirement / In Scope / Out of Scope
Framework
  1. Define project management processes
/ x
  1. Manage Scope
/ x
  1. Manage Requirements
/ x
  1. Manage Budget
/ x
  1. Manage Risk
/ x
  1. Manage Communication
/ x
  1. Manage Roles
/ x
  1. Manage Project Schedule
/ x
  1. Standardize Development Methodologies
/ x
  1. Manage Project Change
/ x
  1. Manage Quality
/ x
  1. Manage Implementation
/ x
  1. Improve Project Management tools
/ x
  1. Improve strategic DoIT processes
/ x
Tools
  1. Provide consistent tools and templates
/ x
  1. Enable collaborative communications and knowledge management tools
/ x
  1. Provide a division-wide project management system
/ x
  1. Define a common DoIT vision and purpose for CBS data
/ x
Project Management Skills
  1. Ensure informed sponsorship, empowered project management and supportive line management
/ x
  1. Define roles in the project, including those roles customer personnel will play
/ x
  1. Ensure that project managers are well trained and follow certain minimum standard practices
/ x
  1. Put the right teams together
/ x
  1. Give the project team, consisting of DoIT and customer staff, the freedom to succeed
/ x
  1. Develop an Office of Project Management to help achieve consistency
/ x
  1. Make project managers responsible and accountable for following standard processes
/ x
Communications
  1. Recognize that communication is central to Project Management success
/ x
  1. Build personal relationships across organizational lines
/ x
  1. Ensure everyone involved has a clear vision of the project's aims and scope
/ x
Culture
  1. Minimize adverse impact of transformative learning or change
/ x
  1. Create a culture that values project management
/ x
  1. Institutionalize practices
/ x
Thinking
  1. Develop project management thinking skills
/ x
  1. Bridge potential gaps in understanding between DoIT and the customer
/ x
  1. Assess interdependencies between projects, especially scope changes
/ x
  1. Align staff with goals and communicate the overall objective so that people understand where they fit
/ x
Politics
  1. Understand and manage the politics of the project
/ x
  1. Pursue targeted, strategic project selection
/ x
  1. Pay close attention to good customer relations at all levels of DoIT
/ x
  1. High-Level Milestones and Timeline, Roles and Budget

3.1High-Level Milestone and Timeline

The following are the project’s high-level milestones and the target dates for their completion. High-level milestones are the key ‘how are we doing’ thresholds of the project against which project progress can be measured.

Key Milestone / Target Date
1. Phase 1 - December 1, 2005
1.1 Approved Project Charter and Project Plan / July 1, 2005
1.2 Develop strategy and Project Management Framework context / July 15, 2005
1.3 Develop Project Management Framework component content / Sept 1, 2005
1.4 Develop web-based Framework Delivery Tool / Sept 1, 2005
1.5 Present Project Management Framework deliverables to review team / Sept 15, 2005
1.6 Receive review team feedback / Sept 22, 2005
1.7 Refine Project Management Framework deliverables / Oct 1, 2005
1.8 Present Project Management Framework deliverables to DoIT management / Oct 1, 2005
1.9 Use Framework deliverables in a Pilot Project / Dec 1, 2005
2. Phase 2 - July 1, 2006
2.1 Assess phase 1 deliverables / Jan 1, 2006
2.2 Produce phase 2 deliverables / July 1, 2006

COMMENTS: Phase 2 milestones will be further defined at the beginning of phase 2.

3.2 High-Level Roles

The high-level role information describes the roles needed for the project, the responsibility on the project for each role, the skills required, the Full Time Equivalent (FTE) of the role needed and the recommended source for acquiring the actual staff to fulfill the role.

3.2.1 Roles, Responsibilities, Skills, FTE Estimates and Sources

Role / Project Responsibility / Skills / FTE
FY05-06 / Recommended Source
Key Stakeholders
Project Sponsor / Empower team, resolve issues / n/a / DoIT – Division Office
DoIT CIO Office / Promote project management, help solve conflicts / n/a / DoIT
DoIT Management / Empower project managers, enforce standard practices / n/a / DoIT
Project Team / Implement project plan tasks
Project Manager / Lead team, report status / Project Mgmt / 1.00 / DoIT – Division Office
Core Team / Create deliverables, assure quality / Project mgmt ,research and web writing skills / 1.20 / Various DoIT departments
Review Team / Evaluate deliverables, promote use / Proj Mgmt / 8.50 / Project Managers from various DoIT technical departments
Team Advisors / Provide management guidance and expertise / .50 / Various DoIT departments
Tool Designer / Design performance management process delivery tool / Web design, web writing skills / .05 / DoIT - Academic Technologies
Tool Developer / Build performance management process delivery tool / Web development / .10 / DoIT - Academic Technologies
Total / 11.35

Assumes the review team includes project managers from each of DoIT’s technical departments.

3.2.2 Project Organization Chart

The project organization chart is a graphical picture of the organization and reporting relationships of the project.

3.3 High-Level Budget

The high-level budget summarizes labor, material and other costs during the life of the project and, as appropriate, on-going support costs after project completion. The high-level budget is at a summary level. The detail estimates supporting each cost type are maintained by the project manager.

3.3.1 Costsduring the life of the Project

Cost Type / FY05-06 / Total
Phase I
Labor / $95,535 / $95,535
Material / $2000 / $2000
Other / $1,000 / $1,000
Sub Total / $98,535 / $98,535
Phase II
Labor / $100,000 / $100,000
Sub Total / $100,000 / $100,000
Total Budget / $96, 535 / $96, 535

Comment:

The ‘Other’ cost type includes potential attendance at project management and process improvement industry conferences.

3.3.2 On-going Support Costs after Project Completion

Not applicable.

Example - Project Charter v2.2 Page 1

4. High-Level Control Strategies

4.1 Communications Strategy

Effective and open communications is critical to the success of the project.

The key communication objectives for the project are:

  • Promote and gain support for the Project Management Improvement Project
  • Encourage use of project management best practices
  • Give accurate and timely information about the project
  • Ensure a consistent message

The key message is that the project management effectiveness is the result of using best project management practices. Best project management practices positively influence the product or service the project delivers.

The key audiences of the communication are the DoIT CIO Office, DoIT management groups, DoIT’s project managers and the project team members actively working to create the project deliverables.

4.2 Quality Management Strategy

The main quality management objective is to deliver project management products that meet the needs of the ultimate end-user – the project manager.

The key deliverables that need to meet quality standards are:

  • The Project Management Framework
  • The Web-based Performance Management tool
  • The Project Charter

The key project processes subject to project quality standards are:

  • The peer review. Project managers will review the Project Management Framework and the web-based performance management tool for design, content and usability.
  • The change management process used to manage change on the project.

The main quality standards to be used on this project are:

  • The Project Management Framework
  • Web usability standards and Information Mapping guidelines for the web development.

4.3 Issue Management Strategyfor Phase 3

The purpose of issue management is to minimize the impact of unplanned for events during project execution and control, and to ensure that issues that cannot be resolved by the project team are escalated appropriately.

The issue management goals for this project include:

  • Informal monitoring for the identification of issues
  • Informal documentation of low and medium impact issues
  • Formal documentation of high impact issues to be defined in the project issue management plan

The project manager, in consultation with the project sponsors, has primary responsibility for deciding how to identify, prioritize, assign, and escalate issues. The project manager will consult with the project team regarding any significant issues and will seek the advice of the project sponsors if any issues become a serious threat to project success.

4.4 Change Management Strategy for Phase 3

The main change management objective is to define at a high level the factors to be used to control changes that occur after the project baseline has been established. Anticipated change management challenges are minimal during Phase 3 of this project because the requirements are well-defined and there is a proven track-record from earlier phases of the project.

The key project constraint is the budget allocation. Any adjustments to scope or quality will be managed to a fixed budget amount. Key customer practices for managing change are the practices found in DoIT’s Project Management Advisor (PMA). Change management practices for this project will follow the PMA, but will be constrained to very limited documentation and administrative processes because so few changes are anticipated.