project charter in 45 mins or less for iacet #pm #training

© Russell Martin & Associates, www.russellmartin.com

Project Charterin 45 minutes or less

Russell Martin & Associates(317) 475-9311@[email protected]

http://www.russellmartin.com/

2 © Russell Martin & Associates, www.russellmartin.com

Projects are Flash Mobs


Project Team Members

Perform project activities and produce project deliverables

Project Manager

Plans,

Organizes and

Manages the Project

STEWARD

What is a Project Manager?


• Represents the best interest of the organization that is funding the project

• Provides resources • Makes critical business

choices (governance)

What is a Project Sponsor?


• Provides status reports to stakeholders ________

• Assigns tasks to people____ ____

• Determines the business objectives ________

• Determines the project objectives____ ____

• Recommends what to do when money, ________

time or quality are threatened

• Decides what to do when money, ____ ____time or quality are threatened

Project Sponsor

Project Manage

r

You Try It


the project

The Sponsor

Experts (SMEs) Finance

CustomersFunctional Leaders

The Project

ManagerThe

Dedicated Project Team

Gordon McKenzie

Who’s In, Who’s Out?


When the product / deliverable is built? When the pilot has been held and changes made? When everyone is using it? When no one asks for any changes?

When Does a Project End?


•Less (not ‘no’) rework•Better quality•Less cost to the business•Less chaos•Less heroics

INCREASED UPFRONT THOUGHT = INCREASED PROJECT

SUCCESS

What Project Management DELIVERS


•Filling out forms•An excuse to ignore the organization’s perspective•Late, poor quality or over budget project delivery•A substitute for a brain

What Project Management is NOT


Dare toProperly

Manage

Resources!Define Plan Manage

Review

ENDSTART 1. Set business

objectives2. Establish project

scope3. Set project

objectives4. Mitigate risks5. Establish

constraints6. Plan

communications7. Establish

governance plan

1. Determine milestones

2. Schedule task dependencies

3. Adjust for resource dependencies

4. Create budget

1. Control work in progress

2. Provide status and feedback

3.Leverage governance

4.Resolve conflict

1. Close the project

2. Turn over deliverables

3. Hold project review

4. Celebrate accomplishments

initiate

plan monitor

close

Steps to Great Projects


•Set Business Objectives•Establish Project Scope•Set Project Objectives•Mitigate Risks•Establish Constraints•Establish Governance•Plan Communications, Governance and Transition

Define


Dare toProperly

Manage

Resources!Define Plan Manage

Review

ENDSTART 1. Set business

objectives2. Establish project

scope3. Set project

objectives4. Mitigate risks5. Establish

constraints6. Plan

communications7. Establish

governance plan

1. Determine milestones

2. Schedule task dependencies

3. Adjust for resource dependencies

4. Create budget

1. Control work in progress

2. Provide status and feedback

3.Leverage governance

4.Resolve conflict

1. Close the project

2. Turn over deliverables

3. Hold project review

4. Celebrate accomplishments

initiate

plan monitor

close

Steps to Great Projects


Improve Service

Increase RevenueAvoid Cost

Also…• Reaction to government regulation• Reaction to competitive pressures

by…

The project will…

IRACIS

Develop Business Objectives: The Greek Goddess of Business


STAKEHOLDER: A person, role,

organization, company or system who

PROVIDES SOMETHING to the project

orRECEIVES SOMETHING

from the project

INPUT

OUTPUT

to the project

from the project

Who Are My Stakeholders?


Stakeholder (role not person)

Inputs: Information needed

Outputs: Deliverables

Comments

Project Sponsor

Employees provide the volunteer hours

Charities provide the need receive help

Corporate Communications

provides press releases

Catering provides food for the volunteers

Define the Scope


Stakeholder (role not person)

Inputs: Information needed

Outputs: Deliverables

Comments

Project Sponsor

Brainstorm the stakeholders, inputs and

outputs

Define the Scope


Charities Sponsor: CEO

Volunteer Day

Project

Catering

Volunteers

Food

BudgetSchedule

Budget

Avai

labl

e Corporate Communication

s

Employees

Communication Plan

Status

BudgetNeedTraining

Governance

Define the Scope Diagram



Volunteer Day

Project

Catering

Volunteers

Food

BudgetSchedule

Budget

Avai

labl

e Corporate Communication

s

Employees

Communication Plan

Status

BudgetNeedTraining

GovernanceNeeds

Define the Scope Diagram


Criteria that will be:• Concrete and specific• Measurable• Achievable and realistic• Time-bound• Refers to project deliverables

System Objectives

Product/Service Objectives

Cost / Revenue Related

Objectives

Learning / Performance

Related Objectives

How will DONE be measured?

Develop the Project Objectives


Overall Project RiskAverage:Size - How “big” is this project or how long will it take relative to

others you have done?Rated 1(small) - 10(large)

Structure - How stable are the requirements?Rated 1(fixed) - 10(undefined)

Technology - How understood is the technology and procedures?Rated 1(old) - 10(new)

Risk = Management

Document Risks


1 – 3 Wing this project4 – 6 Do a quick project charter, high level

project plan7 – 8 Block regular project management time9 – 10 Block frequent time, clear your schedule

and plan NOW to cut the scope

> 5 Mitigate the Risk

So What?


Risk Mitigation: DetailedRISK

FACTORLIKELIHOOD

IMPACT PREVENT BY REACT BY

There are not enough volunteers

Medium High Increased communication ahead of time

Ask volunteers to ask friends

Type of charity work is not realistic for our volunteers

Medium High Visit charity early to clarify scope of work

Negotiate scope of work

Document Risks & Constraints


TIME

COST

QUALITY/SCOPE

XPublished day, can’t be moved

XNot an

unlimited budget

XCould do a smaller

event

CONSTRAINTS are the restrictions on your project that will occur.

Can’t change Can’t change much Negotiate

Document Constraints


• Who will you communicate with?

• Who will receive regular status updates?

• What change message do you want to provide proactively?


Volunteer Day

Project

Catering

Volunteers

Food

Budget

Schedule

Budget

Avai

labl

e Corporate Communicati

on

Employees

Communication PlanStatus

BudgetNeedTraining

GovernanceNeeds

Establish Communications Plan


• Who determines DONE?• Who can change time, budget, scope or quality?

Why is it SO HARD to end a project? Why do people keep changing things even when they wouldn’t go to the initial meetings?

No one told them they couldn’t.

Establish Governance Plan


The Definition of DONE drives Scope:• Who will you pass the final

project to for maintenance?• How will ‘END’ be measured?• Does your Scope Diagram

model tell this story?


Volunteer Day

Project

Catering

Volunteers

Food

Budget

Schedule

Budget

Avai

labl

e Corporate Communicati

on

Employees

Communication PlanStatus

BudgetNeedTraining

GovernanceNeeds

Establish Transition Plan


• Changes =“failures”= emerging realities• Predicting the future is not possible. • Those who created the plan did not fail

when things change – We create what we can with what we know then

• Focus on ‘tacking’ to the PURPOSE

It’s a DRAFT: < 45 [email protected] II need that charter NOW

mailto:[email protected]


What are the three things you have learned in this lesson?

1.

2.

3.

Lessons Learned


1. Seek first to blame.2. I’m busy, I must be making progress.3. We can do that.4. That will just take a minute.5. All projects are the same.

The Five Deadly Sins of Project Management


1. Seek first to collaborate.2. I’m busy on the things that

are creating ROI.3. We can do that for a price.4. That will just take a bit for

me to figure out the impact. I’ll get back to you tomorrow.

5. All projects are unique.

The Five Heavenly Atonements of Project

Management


How Can I Get More Help?

At www.russellmartin.com:• Purchase books• Get our LEARNING FLASH e-zine for

more tips and tools• Find out about workshops, webinars, e-

learning and virtual alumni communities• [email protected]

@nolecture Lou Russell

http://www.russellmartin.com/