Assessment : Project Charter
Part A: Theoretic explanation of each element of the project charter
This defines what the project will consider and accomplish and what will not be considered in the project work and range. It explains the project work of what needs to be achieved and related results (Kerzner and Kerzner, 2017). It sets the boundary of the project for its effective management.
This highlights the business need and grounds for undertaking the project (Ruecker and Radzikowska, 2008). For the given case, it will include the reason for the office move to other location and include the name of the key responsible persons involved in the project (the sponsor and project manager).
Milestone schedule and deliverables
The milestone schedule highlights the major points/ events for the project progress with an estimation of date for completing them. They present the landmark criteria that the project needs to meet on the scheduled time to avoid any cost or time overruns (Marchewka, 2014).
Deliverables are the essential parts in the development process of a project which are made available upon project completion. They can be unique function, result, products and facility to perform a project activity/ process for completion of different project phases (Meredith, and Mantel Jr, 2011). These are intangible and tangible characteristics in a project (Snyder, 2013).
Risk, assumptions and constraints
The risk points to the uncertain events and circumstance which can have negative effect on the project planning, execution and completion. The constraints in a project point to the limitations that affect the project performance.
These can arise internally or externally. The assumptions are measured to be the statement factors that are considered to be factual and positive which do not include any expression of verification/ conformation (Guide, 2001).
This provides a preliminary view of the budget for undertaking activities and acquiring resources for completion of the project (Ruecker and Radzikowska, 2008). It is a rough calculation of the spending of the project.
The resource estimates give awareness of the expenses that are considered in the project which can be sanctioned by the manager. The resource estimate also informs the sponsor about the expenses that needs to control (Guide, 2001).
This identifies the persons who are involved and will participate in the project in its lifecycle from initiation and planning, requirement gathering, approval, to execution and completion for the final delivery.
These are the principles that are set and developed for the project team to improve their functioning and overall team effectiveness. The principles also serve as a communication tool to make sure that team members are attentive of what is expected from them in terms of their actions, behavior and skills (Kloppenborg and Petrick, 2004).
For this project case, it includes the principles that deal with making decisions, work accomplishments, behavior with other team members and others involved in project, reporting issue, and skills to be used/ demonstrated to help in the office move project on time, within budget and without any issue.
These are the leaning that are acquired from the experience of the undertaking the project. The lesson learned can be form the success or failure of the project process executed. The lessons learned add to the knowledge base for similar projects in the future and to learn from the failure of the previous projects (Binder, 2016).
This records the key stakeholders that is involved in the project and has authority to take decision and convey the time and budget and to be dedicated to the project work for its completion (Guide, 2001). The signatures points to the commitment made by the key stakeholders to the project.
Part B: Project Charter for the Office Move
To,
CEO
Insurance company,
Sub: Relocation to new office premise
Project name: Office move
This project charter defines the scope, provides reason and gives an overall approach to shift the entire office to new location in a time frame of four days. The objectives for this project to certain the continuation of work, and minimize the disruption to the existing staff during moving the office within time. This document serves the purpose to initiate the project.
Regards,
Branch Manger
In Scope:
- To move the office to the new location assigned for employees
- To develop the plan and schedule in moving the entire company and its department to new location
- It includes planning, moving files and documents, furniture, telephone and computer and setting up office and communication network.
Out of Scope:
This charter will be limited to moving and re-setting office in four day plan and it will not include the new office décor, painted, carpeted or furnishing and facility management plan.
The office move from suburban location to other nearby suburb is needed as the company office lease is expired and is not getting renewed by the landlord. There is need to vacate the premises and move office within two months.
Thus, the need is based on the company need for continuation of work and to comply with legal requirements to vacate the current premises as the lease gets expired.
The Project Sponsors for this project is the CEO of the insurance company and the Project Manager is the company’s branch manager.
Milestone schedule and deliverables
To develop and implement plan to move of the entire office to new location by physical moving the different department of the insurance company such as finance/ accounts, information system, human resources, etc.
To develop an accurate plan and schedule of the preparation of requirement, resources and actions taken before the office move
To apply the appropriate costs (within budget) in moving company to new location premise for packing, relocation and set-up
The milestones for office move are:
- Hiring of moving company by Tuesday (23.04.19)
- Employee notification for the moving schedule –days, dates and timings on Wednesday (24.04.19)
- Packing initiation on Friday afternoon by 12: 30 pm (26.04.19)
- Packing completion on Friday night by 11: 30 pm (26.04.19)
- Removal of all furniture and office items from old office premises on Saturday (27.04.19)
- Removal of IT wiring – ( telephone and computer) from old office premise by CIT department on Sunday (28.04.19)
- Moving boxes received in new office premises (Moving completion) by Sunday afternoon (28.04.19)
- IT wiring and all equipment are operational in new office premises by Monday morning (29.04.19)
- Setting furniture and individual office item completion on Sunday (28.04.19)
- Office move completed on Monday (29.04.19)
Risk, assumptions and constraints
The risks are:
- The labourers take more a day for packing
- The moving company takes more than two days for office items, furniture and equipment removal and relocation
- The new office premises and IT equipments are not operational (Napier et al., 2009) on Monday
- The time and budget for moving office exceeds
The constraints can be:
- Issue of moving timing
- Reliability of laborers
- Lack of enough supplies for moving
- Uncertain weather condition (Rain) (Stackpole, 2013)
- New location premises less space to existing physical furniture and staff members
The assumptions are:
- The weather will be fine on the day of relocation
- The new office premises will have sufficient space
- The packing, moving and setting up will be on time.
- The IT system and equipment will be operational before Monday
The budget estimate for the project is within $100,000 which also includes the component of 10 percent contingency budget.
| Components | Costs |
| Moving company fees (loading, transport, unpacking, and unloading) | $ 50,000 |
| Insurance costs for office equipment and material | $20,000 |
| Material for moving (boxes and packing sheets) | $ 2,500 |
| IT wiring set up cost, telephone, computer, communication networks | $ 8,000 |
| Furniture and electrical wiring installation set up cost | $ 5,000 |
| Laborers cost | $ 5,000 |
| Total | $ 90,500 |
| Contingency budget (10 %) | $ 9,050 |
| Total budget | $ 99,550 |
Theses incude the Project Sponsors (CEO), the Project Manager (Branch Manager) and the project team members are Communications and Information Technology (CIT) manager and the administration manager.
For this office move project, the team operating principles for CIT manager and administration manager are:
To be direct and open in communication
To manage time efficiently making use of time management skills
Work as per the project schedule (no delay).
Hold accountability towards their responsibilities and assign tasks
To report and minimize conflict by communication (Mir and Pinnington, 2014)
Promote corporation and collaboration in work
Information on project spending to be reported to the project manager on same day
Decisions on issues and risks will be made by the project manager (Stackpole, 2013)
The learning’s can be:
Open and direct communication for resolution of issues and avoiding delay
Maintaining schedule require active role of project manager in delegating accountability of work to project team members and in taking fast decisions
Maintaining team operating principle to facilitates teamwork and project completion on time and within budget
Approvals:
Project manager signature Project sponsor signature
Name: Name:
Date: Date:
Binder, J., 2016. Global project management: communication, collaboration and management across borders. UK: Routledge.
Guide, A., 2001. Project management body of knowledge (pmbok® guide). In Project Management Institute.
Kerzner, H. and Kerzner, H. R., 2017. Project management: a systems approach to planning, scheduling, and controlling. US: John Wiley & Sons.
Kloppenborg, T.J. and Petrick, J.A., 2004. Managing project quality. IEEE Engineering Management Review, 32(4), pp.86-90.
Marchewka, J. T., 2014. Information technology project management. US: John Wiley & Sons.
Meredith, J. R. and Mantel Jr, S. J., 2011. Project management: a managerial approach. US: John Wiley & Sons.
Mir, F. A. and Pinnington, A. H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp. 202-217.
Napier, N. P., Keil, M. and Tan, F. B., 2009. IT project managers' construction of successful project management practice: a repertory grid investigation. Information Systems Journal, 19(3), pp. 255-282.
Ruecker, S. and Radzikowska, M., 2008. The iterative design of a project charter for interdisciplinary research. In Proceedings of the 7th ACM conference on Designing interactive systems (pp. 288-294). ACM.
Snyder, C., 2013. A User’s Manual to the PMBOK Guide. New Jersey: Wiley.
Stackpole, C.S., 2013. A User’s Manual to the PMBOK Guide. US: John Wiley & Sons.
