15 Oct Complete the project charter using a real project that you either have worked on, are currently working on, or will work on. Hangar Renovation Projec
Complete the project charter using a real project that you either have worked on, are currently working on, or will work on. Hangar Renovation Project continues while the flying mission is underway.
For this week’s assignment, we will create a project charter and work on ensuring it appropriately emphasizes key elements of strategy alignment for a project. The project charter should be between 1-3 pages double-space with 12-point font.
The purpose of this assignment is to explain the importance of aligning projects with organizational strategy. See the rubric,
Description of project–Project charter adequately describes the project
Business Case–Charter clearly states the business case for the project
Organization Strategy–Charter clearly references organizational strategy
Formatting–Charter formatting is clean and easy to read for a broad audience
INSTRUCTIONS:
To complete this work, execute the following steps:
1. Complete the project charter using a real project that you either have worked on, are currently working on, or will work on. Hangar Renovation Project continues while the flying mission is underway.
2. Remember to ensure that your charter adequately communicates the “why” and not just the “how” of the project.
Submission Details:
1. Please submit your Project Charter as a Word document.
2. Be thoughtful in your response. Responses should be as long as necessary to fully engage with the assignment. Typically, project charters should be no more than three pages.
3. Please put your name at the top of the document and double-space your responses in a 12-pt. font.
,
[Type here]
PROJECT NAME HERE
Project Charter
Executive Summary/Background Why is the project being undertaken? Describe an opportunity or problem that the project is to address. Typically, the executive summary also provides the background information and general statements regarding the project’s purpose or justification which will be covered in more detail in the appropriate section(s) of the charter.
Objectives & Key Results
Objectives |
Key Results |
Objective #1: |
a. Key Result (may be multiple) |
Objective #2: |
a. Key Result |
Objective #3: |
a. Key Result |
Objective #4: |
a. Key Result |
Project Duration & Milestones
Recommend high-level only. Dates and additional milestones to be noted within the project backlog.
Date |
Milestone |
High level key results should be included here (add additional lines as needed); however, also include the following: |
|
Project Kickoff |
|
Quarterly Project Status Update to Sponsor(s) |
|
Project Closure with Project Team |
|
Final Project Presentation to Sponsor(s) |
Project Meeting Schedule
Meeting Type |
Frequency |
Time |
Weekly Sprint |
|
|
Daily Standups |
|
Scope
What will be the end result of the project? Describe what phases of work will be undertaken. It’s also important to mention what activities will not be included in this project.
This project will follow an [agile / hybrid] project management approach. [The project team will meet weekly, with [xx] daily standups.] Additional Stakeholders will be added as necessary into the weekly meetings by the Project Manager at the Project Owner’s discretion.
All meetings, project documentation, and the project backlog will be maintained in Microsoft Teams.
Key Stakeholders
Project Sponsor |
|
Project Owner |
|
Project Manager(s) |
|
Project Team Members |
|
Additional Stakeholders |
Approval Signatures
*Section should reflect Sponsor, Owner, Project Manager, and PMO Director.
NAME & TITLE HERE: _____________________________Date: ___________
NAME & TITLE HERE: _____________________________Date: ___________
NAME & TITLE HERE: _____________________________Date: ___________
NAME & TITLE HERE: _____________________________Date: ___________
,
65
Chapter 7 Setting Priorities Before Starting Your Project by Ron Ashkenas
In a rush to demonstrate initiative and take action, new
project managers often launch activities without fi rst get-
ting a sense of which ones are the most critical and what
the sequence should be. As a result, they unwittingly slow
things down.
Take this example: Plant managers at a global man-
ufacturing company kept getting peppered with un-
necessary, often redundant, data requests from corpo-
rate headquarters. To reduce this burden, the head of
manufacturing asked a senior engineer to lead a project
team to streamline data sharing. Upon receiving the as-
signment, the engineer enthusiastically (1) fi red off an
e-mail requesting that all heads of corporate functions
nominate team members and send lists of the data they
wanted from the plants; and (2) sent a note to a dozen
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C o p y r i g h t 2 0 1 3 . H a r v a r d B u s i n e s s R e v i e w P r e s s .
A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .
EBSCO Publishing : eBook Collection (EBSCOhost) – printed on 8/12/2024 4:02 PM via VILLANOVA UNIVERSITY AN: 675205 ; Harvard Business Review.; HBR Guide to Project Management (HBR Guide Series) Account: s8877782.main.ehost
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66
plant managers asking for their views about which re-
ports to eliminate. Within hours, the new project man-
ager was overwhelmed and confused: Some of the cor-
porate executives balked at her requests because this was
the fi rst they’d even heard of the project; others said they
needed more details about the problem before they could
respond; and still others sent long lists of required re-
ports. The plant managers, too, came back with an odd
mix of questions and requests. So instead of getting off
to a fast start, the project manager stirred up resistance,
created extra work for herself and others, and ended up
with a pile of information that wasn’t very useful.
It’s not as diffi cult as you might think to avoid a situ-
ation like this. Here are three simple steps you can take
to get your priorities right before you set your project in
motion:
1. Clarify the assignment
Do not start any activities until your stakeholders have
blessed your charter. You can easily spin your wheels
on all sorts of misguided tasks if you’re not clear on the
overall objectives of the project and how success will be
measured (what); the business context for it (why); the
resources available (who); the timing (when); and any
key constraints or interdependencies (how). Though it
would be nice if your boss or project sponsor had sorted
out these issues before giving you the assignment, the
reality is that most projects are not commissioned with
this level of specifi city and clarity—so it will be up to you
to get it. In the example above, if the project manager
had done this before sending e-mails, she would have
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Setting Priorities Before Starting Your Project
67
discovered that the head of manufacturing had talked
only in general terms to the other corporate functional
leaders about the data-overload problem—and had not
told them he was starting a specifi c project with a defi ned
goal and timetable.
2. Organize your troops
Once you’ve fi gured out what needs to be accomplished
and recruited team members, get people engaged quickly
so they feel ownership of the project. Ask for their reac-
tions to the charter and their experiences regarding the
issues, and treat them as partners rather than tempo-
rary subordinates. Work with them to develop a “modus
operandi” for your team—how often you will meet, how
you will communicate with one another, when you will
review progress with the sponsor, and so on. If you don’t
get organized from the beginning, you’ll waste time later
chasing down people, coordinating calendars, and re-
peating key messages.
The same goes for identifying and reaching out to
stakeholders. Have your team help you create a “map”
of the people who will be affected in some way by the
project. Sketch out how they relate to one another and
to the project—and then do a political analysis of the
key players. Which individuals or groups will be sup-
portive and enthusiastic about your project? Which
ones might be anxious or even resistant? Who will
need to be won over or given special attention? Such
analysis would have revealed to the project manager
in our manufacturing example that some (or all) of
the corporate functional leaders—who would have to
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SAMPLE CHARTER FOR DATA-STREAMLINING PROJECT
What: Reduce corporate’s requests for data from
plants by 50%—and free up at least four hours per
week for the plant managers and staff .
Why: The plants need to focus on increasing
equipment utilization while managing a greater mix
of products. This means spending more time plan-
ning and leading and less time reporting. Currently,
every corporate function is asking for information
from the plants—often the same information in dif-
ferent forms at diff erent times.
Who: The project manager will recruit team
members from plant operations, corporate fi nance,
quality assurance, and human resources. Others
may be called upon as necessary. All members will
change their way of collecting data to comply with her
requests—would not be supportive of her project and
may in fact be hostile. And with that insight, she might
have approached them differently.
3. Pull your project plan together
You’re now ready to develop a project plan, or at least a
good working draft, given what you know about your ob-
jectives and your stakeholders. Conduct a brainstorming
session with your team to identify all the activities that
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Setting Priorities Before Starting Your Project
69
be part-time but may have to dedicate 25% of their
time to this eff ort.
When: The project should commence immediately.
Develop an inventory of current reporting require-
ments within 30 days and recommendations for
consolidation and streamlining within 60 days.
Start eliminating redundant reports within 90 days.
Complete implementation within 120 days.
How: The corporate functions must reach consen-
sus about which common data requests can be met
with existing systems and standardized reports.
Data requests that are unique for particular plants
should be exceptions, not the rule, and should
involve minimal customization.
might be required to complete the project—including
data collection, completion of “quick wins,” stakeholder
meetings, and presentations. Encourage your team to
be creative and not to worry at this point about timing.
Write each item on a sticky note, and post the notes on
the wall.
Once all the activities are up there, organize them
into categories and put the groupings in sequence.
Some of the categories will “run” in parallel and rep-
resent separate (but probably related) work streams.
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The notes on the wall, taken together, represent your
project plan.
Now take a hard look at that total picture. Give each
team member 100 “units” to allocate to the various activi-
ties (without discussion); ask them to pay close attention
to which ones must be done successfully to achieve the
project’s objectives. Then compare the allocations and
see which activities are considered critical as opposed to
“nice to do.” This should lead you to the tough discussion
of which ones to drop or delay so the highest priorities
will get the focus and the resources they require. After
you’ve completed this exercise, go back to the overall
project plan and make the necessary adjustments: Re-
move the low-value steps, and load the high-value ones
for success.
Clearly, it’s counterproductive to get things moving
without prioritizing tasks. But controlling the all-too-
natural impulse to jump the gun only at the beginning
of your project is not suffi cient. New opportunities, is-
sues, ideas, and threats will continue to materialize, as
will new steps and work streams—often without anyone
understanding how these items even made their way
onto the table. You’ll need to keep setting and resetting
priorities to make sure you and your people are always
on target. To do this, bring your team together at least
once a month to step back and reassess the project plan.
At each of these meetings, ask your team two questions:
First, “Has anything changed that should make us re-
think our priorities?” And second, “If we were just given
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Setting Priorities Before Starting Your Project
71
this assignment now, would we approach it differently?”
This will help you keep your priorities clear—and your
project on track.
Ron Ashkenas is a senior partner at Schaffer Consulting
in Stamford, Connecticut, and the author of Simply Ef-
fective: How to Cut Through Complexity in Your Organi-
zation and Get Things Done (Harvard Business Review
Press, 2009). He is a regular blogger for hbr.org.
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