Chat with us, powered by LiveChat 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 - Essayabode

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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