Week 7

The Project Charter

PMBOK (2008) describes the project chrter as a document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.

In order to start with the Charter you need to know the;

·         Project Title
·         Project Description
·         Project Benefits
·         Project Objectives
·         Project Sponsor
·         Project Manager
·         Project Team
·         Stakeholders
·         Time frame and deadlines
·         Costs
·         Scope

Figure 1 displays a sample project charter.

Project Leader			Deployment Champion
Start Date			Target Completion Date
	Element	Description	Team Charter
	1.  Project Scope:	Describe the project scope
	2.  Process:	The process that will be targeted by this project.
	3.  Objective:	What improvement is targeted and what will be the impact on critical business metrics?	Metric	Baseline		Goal		Entitlement	Improvement
	4. . Business results:       (in dollars if possible)	What are the projected cost savings – provide both “hard” savings, “soft” savings.
	5... Benefits	In addition to the cost savings, describe the potential benefits from this project.
	7.   Team members:	List the names and job responsibilities of the members of your team.
	8... Schedule:	Define the goals for the key milestones/dates.	Measure Review
			Analyze Review
			Improve Review
			Control Review
			Project Complete
	9. . Support required:	Do you anticipate the need for any special capabilities, hardware, trials, etc?

The Project Initiation Phase

The Project Initiation Phase is the conceptualization of the project. This section describes the basic processes that must be performed to get a project started. Accordingly, the purpose of the Project Initiation Phase is to specify what the project should accomplish.

Phases of project initiation,

• Goal setting - What to do When
• Environmental scanning - Why do the stakeholder want it
• Project Appraisal - Alliterative that can be used, cash flows, pay back period, NPV, Feasibility study
• Documentation -  Combined document that gives the idea of why we are doing this project, when will be giving this & details of developers

Project scope

As Portny (2012) stated The Scope Statement is an essential element of any project. Project managers use a Scope Statement to outline the results their project will produce and the terms and conditions under which they will perform their work. The people who requested the project and the project team should agree to all terms in the Scope Statement before actual project work begins.

Scope statement explains the boundaries of the project, establishes responsibilities for each team member and sets up procedures for how completed work will be verified and approved. During the project, this documentation helps the project team remain focused and on task. The scope statement also provides the project team with guidelines for making decisions about change requests during the project.

Week 6

Project Integration Management

As PMBOK (2008) stated the processes and activities needed to integrate the various elements of project management, which are identified, defined, combined, unified, and coordinated within the Project Management Process Groups.

Project Integration Management includes the processes required to ensure that the various elements of the project are properly coordinated. It involves making tradeoffs among competing objectives and alternatives to meet or exceed stakeholder’s needs and expectations.

Figure 1: Project Integration management overview

Project Scope Management

Scope refers to all the work concerned in producing the products of the project and the processes used to create them. It defines what is or is not to be done

According to PMBOK (2008) the knowledge area of Scope Management includes the processes required to ensure that the project includes all the work, and only all the work required to complete the project successfully. It is primarily concerned with controlling what is and what is not in the scope.

Figure 2: Project Scope management overview

Project Time Management

Project Time Management includes the processes required to accomplish timely completion of the project.

PMBOK (2008)

Project Time Management is all about recording the time spent by people on a project.

                                                 Figure 3: Project Time management overview

Project Communications Management

PMBOK (2008) elaborates on Project Communications Management as it includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. 

                                                 Figure 4: Project Communication management overview

Project Risk Management

The PMBOK (2008) Guide defines Project Risk Management as; Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project. The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of negative events in the project.

A risk is something that may happen and if it does, will have a positive or negative impact on the project. Risk Analysis helps you understand risk, so that you can manage it, and minimize disruption to your plans. Risk Analysis also helps you control risk in a cost-effective way.

                                                 Figure 5: Project RISK management overview

Project procurement management

According to PMBOK (2008) Project procurement management includes the processes to purchase or acquire the products, services, or results needed from outside the project team to perform the work.

Procurement Management involves getting work done by people outside the project team. Project Procurement Management includes administering contracts and change control process to manage contracts or purchase orders. 

                                                 Figure 6: Project procurement management overview

Figure 7 can be considered as a summary of 9 knowledge areas.

Figure 7: 9 knowledge areas

Week 5

Project Cost Management

According to PMBOK (2008) Project Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.

Estimate Costs— the process of developing an approximation of the monetary resources needed to complete project activities.

Determine Budget— the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline

Control Costs— the process of monitoring the status of the project to update the project budget and managing changes to the cost baseline.

Below demonstrated structure will identify further more about inputs, tools & techniques & outputs of above mentioned criteria’s.

Figure 1: Project cost management overview

Project quality management

Activity based costing (ABC), PERT, Expert judgment & historical cost fall under the category of non parametric modeling while COCOMO ii, EPA & OPA fall under parametric modeling.

Project quality management has 3 phases which are quality planning, quality assurance, & quality control. 

According to PMBOK (2008) project quality management helps to determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

Plan Quality— the process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance

Perform Quality Assurance— the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.

Perform Quality Control— the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.

Figure 2: Project Quality management overview

Project Human Resource Management

As stated in PMBOK (2008) Project Human Resource Management includes the processes that organize, manage, and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project.

Develop Human Resource Plan— the process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.

9.2 Acquire Project Team— the process of confirming human resource availability and obtaining the team necessary to complete project assignments.

9.3 Develop Project Team— the process of improving the competencies, team interaction, and the overall team environment to enhance project performance.

9.4 Manage Project Team— the process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance

Figure 3: Project  Human Resource Management  overview

Project chater gives the formal authority to carry on the project. It is basically a legal document. In the environmental scanning when preparing the project chater project manager look into 

• PEST
• Value Chain
• SWOT
• Stakeholder analysis

As data collection methods of project chater 

• Interviews
• Observations
• Document requirements
• Seminars

are used.

Sponsors are the entities who gives resources.

Phases of project initiation 

• Goal setting -    What do we need
• Environmental Scanning - Why do they need it
• Project appraisal - What are the alternatives that can be used. Cash flows, Payback period, NPV, Feasibility study are used as tools.
• Documentation - Combined document including facts of why we are doing the project, when will be giving this, & the details of developers.