Project Charter Example

PMI® Project Management Standards ProgramConfiguration Management Practice Standard ProjectProject CharterJanuary 11, 2002I. Project TitleThe title of this project is the Configuration Management Practice Standard Project, hereinafter known as the CMPS Project.II. Project ManagerThe Project Manager designated for the project is Elden F. Jones II, PMP, CMII.III. Business Need the Project is Intended to AddressConfiguration Management (CM) addresses the composition of a project, documentation defining the project, and other data that supports the project. CM is a baseline and requirements management process that provides managed control to all phases of a project life cycle. CM is a management discipline that applies technical and administrative direction to the development, production, and life cycle support of a project. In achieving this, CM is a management process for establishing and maintaining consistency of a project's performance, functional, and physical attributes with its requirements, design, development, and operational information throughout its life.Practitioners of the PM discipline battle every day with changes to their projects. Controlling these changes is the process of Configuration Control. CM is the parent discipline to Configuration Control. The CM Practice Standard Project will provide PMI Practice Standard for Configuration Management providing guidance to the PM and project team for establishing (or ensuring the establishment of) a sound CM process for the life of a project.IV. Project DescriptionA. Characteristics1. The Practice Standard for Configuration Management willprovide guidelines that are relevant to project managers andproject teams on the requirements and responsibilities of asound CM system for their project.2. The Practice Standard for Configuration Management will beconsistent with the PMBOK® Guide.3. The Practice Standard for Configuration Management will notmirror the PMBOK® Guide, but will provide additionalbackground information and detailed information on the practiceof configuration management.4. The Practice Standard for Configuration Management shall bealigned with other PMI, American, and International Standards,as well as common practices within the field. Future editionswill continue to refresh the material and keep the practicestandard aligned with future practices implemented by theleaders within the field.5. The Practice Standard for Configuration Management willprovide the “What”, “When”, “Why”, and “How” CM should beimplemented on projects.6. The Practice Standard for Configuration Management shallcontain templates and samples of templates and structuresused for a successful CM process. Detailed information on theuse of the samples and templates shall be provided for eachone provided.B. Project Relationship to Business Need1. This standard will provide guidance in the appropriate functionsthat should take place in a proper configuration managementsystem, allowing the PM to determine if they have appropriatecontrols in place.2. The standard is written for vast audiences that include: projectmanagers, project team members, project stakeholders for mostproject most of the time including projects which are technicaland non-technical, minor and major, foreign and domestic,within any industry.C. DeliverablesThe deliverables required are those related to the project and conform to normal project management methodologies. The deliverables are:1. Master Schedule2. Cost/Budget Breakdown3. Strawman draft of the practice standard4. Pre-Exposure Draft5. Exposure Draft6. Final draft Practice Standard incorporating appropriate exposuredraft comments7. A revised data base indicating the action taken on eachexposure draft comment8. Lessons LearnedV. AdministrationA. Progress ReportProgress Reports will be submitted monthly to the PMI Standards Program Team and include the following information at a minimum:1. Work accomplished during the last month.2. Work expected to be accomplished during the next month.3. Deliverables submitted during the last month.4. Deliverable expected to be submitted during the next month.5. Work items behind schedule.6. Plans to recover lost time.7. Status of Milestone events.8. Identification of Critical Items.9. Project Reviews held/scheduled.10. Earned Value Measurements11. Documented tracking of issues, risks, and mitigation to closure.B. Resource Utilization ReportResource Utilization Reports will be submitted monthly to the PMI Standards Program Team and include the following information at a minimum:1. Budget Authorization2. Total Cost Expended to Date3. Estimated Expenditures for the next month.4. Estimated Cost at Completion.5. Total Travel Cost expended to Date.6. Travel forecast for the next month.C. Conference CallBiweekly conference calls scheduled through PMI Headquarters (where possible the PM will be authorized to arrange team conference calls) are scheduled to discuss project status, issues, plans, and any other items as appropriate. Agendas, approved by the Project Manager, will be distributed at least 24 hours prior to the call via e-mail. Minutes of the calls, approved by the Project Manager, will be distributed within three days upon completion of the calls. Distribution of the Agenda’s and Minute’s will include all Team members and others designated by the PM.D. Project ControlThe PM reports to the PMI Standards Manager.The PMI Standards Program Team (SPT), the PMI Standards Manager and PMI Standards Member Advisory Group (MAG), are responsible for the insight/oversight of the execution of the CMPS Project. The SPT will discuss the CMPS Project on a regular basis and will review the CMPS Project at a MAG Meeting with the PM at least once each year.The Project Manager is authorized to: (1) Form the Project Team; (2) Plan The Project and (3) Initiate The Project and (4) Develop a comprehensive schedule and a cost estimate by quarter, (5) Deliver The Project's Product as described in this Charter.。

Project Plan/Project CharterProject NumberASSIGN A NUMBER.Project Or Sub-Project NameApplications Delivery MethodologyBackgroundNAME OF CLIENT must dramatically improve its ability to delivery business applications in a timely, cost-effective, flexible and quality manner. Specific program goals include achievement of at least an order of magnitude productivity improvement.ScopeTwelve functional objectives have been identified for project completion:1. Provide identifiable and measurable improvements to the applicationsdelivery process. Specific measures of improvement will be identified as partof concept validation.2. Central repository of delivery routes customized to capture CLIENT’S bestpractices implemented.3. Processes in place to support project managers in the use of the uniform andproven best practices to generate project plans.4. Support of the enterprise CMM/SEI objectives.5. Time, cost and quality metrics and effort estimation models implemented.6. Consistent use of the methodology for applications delivery.7. Continuous process improvement infrastructure defined and implemented.8. Risk driven project management implemented.9. Process library delivery routes controlled from the process librarianworkstation.10. Project management automated and controlled from the project manager’sworkstation.11. Knowledge transfer to CLIENT completed.12. Sustaining organization defined and implemented.Concept DefinitionThe concept is that a methodology will dramatically improve CLIENT’s ability to deliver business applications in a timely, cost-effective, flexible, and quality manner. This concept will be achieved through:• A proactively managed applications delivery environment;•Process, technology, organization, people, and leadership factors all planned and integrated;• A very high degree of reuse through employment and enforcement of NAME OF METHODOLOGY TOOL, standards, specifications, and reusable frameworks and components designed for flexibility; and•An ongoing preventive maintenance program.Areas of ImpactThe IS project manager and teams will be the primary areas impacted by this project. During the deployment (concept validation, full-scale development, and implementation) phases, the methodology project will fund for activities relating to deployment.•Pathfinder projects will provide resources for training, to support customization of the process tool product, participate in project meetings, and support assessments.Specific resource requirements for each project will be determined at project start-up.•Limited workstation services support will be required to support tool implementation.RisksRisk Area Assessment Impact Mitigation Leadership,Support and Buy-In HighProject requires support byIS Department Heads for anenterprise infrastructuresolution.Dedicated changemanagement effort.Staffing Medium Success of project dependson ability to staff withcredible experience in thetechnical areas.Use of 3rd party vendors tobuild internal expertise;staffing assessment at eachproject review.Cost Medium We developed an earlyestimate of 98 and 99 costs.However, we do not yet havea full understanding ofsustained costs.Develop a total life cycle costestimate during conceptvalidation as part of themilestone decision.Schedule Medium Current industry practicesindicate 18-36 months wererequired to institute amethodology.Introduction of methodologyinto CLIENT based on “pull”from applications deliveryareas.Scope Low Successful completion ofconcept validation will resultin a client-wideimplementation.-Quality Unknown This risk factor will dependon the results of conceptvalidation.Continue to understand ISdepartmental requirements forrepeatable processes andrigor.Assumptions1. The methodology will be piloted using pathfinder projects that represent typicalCLIENT applications delivery efforts.2. Methodology project members will participate in the pathfinder projects to gainknowledge of the effectiveness of the methodology for enterprise use.3. The initial pathfinder projects will use NAME/DESCRIPTION of approach forimplementation and deployment.4. The deployment will run through the end of YEAR.5. LIST ANY OTHER ASSUMPTIONS HERE.Constraints1. Concept validation will run through MONTH, YEAR and is budgeted for $AMOUNT.2. YEAR budget is $AMOUNT.3. Late selection of concept validation pathfinder projects may constrain the amount ofquantitative information to support the full-scale development milestone decision.Implementation ApproachThe implementation will occur from WHEN through WHEN with the following phase points currently planned:1. Concept validation through MONTH/YEAR at a cost of $AMOUNT. During this phase,the methodology will be implemented on NUMBER OF projects WHERE. Overall implementation planning will also be completed during this phase.2. DESCRIBE FIRST FULL-SCALE DEPLOYMENT PHASE AND TIMEFRAME.3. DESCRIBE SECOND FULL-SCALE DEPLOYMENT PHASE AND TIMEFRAME.4. Implementation through the end of YEAR. Implementation on additional projects,completions of knowledge transfer to CLIENT, and activation of the sustaining organization.The project RoadMap will describe the overall project implementation plan, including work packages and deliverables for each year. The RoadMap also defines the overall project completion goals and the specific objectives set for each year of the implementation. Specific implementation project plans for each approved phase will be developed at the milestone decision points.Functional RequirementsThe following table reflects the requirements this project will solve by phase. A specific project plan will be developed at the start of each phase and will provide the specific work packages required to satisfy the requirements.Concept Validation - YEAR Full Scale Deployment - YEAR Implementation - YEAR1. CLIENT proof of conceptpathfinder projectsidentified and initiated. 2. Pathfinder project lessonslearned gathered andanalyzed.3. Initial CLIENT pathfinderproject staff trained inNAME OFMETHODOLOGY TOOLmethods.4. Training improvementsidentified for methods andtool.5. Initial technicalinfrastructure defined anddeployed.6. Pathfinder project teams 1. Forty percent of CLIENT ITSolutions Delivery stafftrained.2. Technical infrastructurerefined.3. Training programestablished.4. Project estimating &tracking improved.5. Interaction withimplementation of new toolset managed.6. Projects planned &managed jointly bybusiness & IT projectmanagers.7. CLIENT metrics definitions1. TBD percent of CLIENT ITSolutions Delivery stafftrained.2. One hundred percent oftraining responsibilityassumed by CLIENT.3. Integration with externalinitiatives completed.4. Technical infrastructurerefined.5. CLIENT best practices fromlessons learnedincorporated intomethodology.6. Repository of best practices-reusable templates,deliverables, and methodsestablished.Concept Validation - YEAR Full Scale Deployment - YEAR Implementation - YEARavailable to seed newprojects.7. Roadmap approachapproved by SteeringCommittee.8. Process librarymanagement andenhancementinfrastructure establishedfor pathfinder routes.9. Process improvementmetrics for time, cost, andquality established for CVand identified for FSD &Implementation.10. Policies, standards, andcompliance criteriaidentified for methodologyinstitutionalization.11. FSD phase defined andplanned.incorporated in NAME OFMETHODOLOGY TOOL8. Continuous processimprovement processestablished.9. Standardized processesand methods defined withlimited use.10. Sixty percent of classroomtraining responsibilityassumed by CLIENT.7. Application productivityincreased.8. System quality improved by(Percentage TBD)9. Application delivery cycletime reduced.Key People•Program Sponsor: NAME, TITLE•Methodology Project Sponsor: NAME•Program Manager: NAME•Methodology Project Lead: NAME ApprovedNAME, Program Manager Date。

项目任务书(project charter)又名：任务说明书(mission statement)➢概述项目任务书是对一个改进项目审定和定义的文档。

➢适用场合·当一个项目开始时；·只要有人需要关于项目的信息或者目的阐述、范围、时机、状况等；·评估时，确保项目适当地集中且准时，更新目前进展任务书；·当项目过程中所得的信息表明需要变更任务书时。

➢实施步骤1项目的支持者（发起并且支持项目的管理成员）和项目小组领队在项目开始时共同起草任务书。

许多企业都有标准的格式。

这里是一些基本的元素，下面的注释和问题可以帮你完成表格。

项目题目报告以及最佳实践中的该项目如何命名？过程名以及产品或服务影响什么功能和企业的输出将成为项目焦点？问题描述目前过程、产品或服务出了什么问题？目标／目的希望有什么改进和结果？根据用来判断成功的过程测量指标阐述结果。

范围过程的哪些方面需要包含进去，哪些方面不需要包含进去？过程的起始点和结束点各是什么？商务方面过程的重要之处是什么？目前的不良质量的成本是什么？该项目有哪些对财务方面（成本节约、利润增长、成本避免）的影响？哪些将影响外部顾客？项目起始日项目任务书所定义的日期。

目标完成日基于项目复杂度、假期、工作量、旅游以及顾客合约要求等方面的估计。

预期里程碑日期检验、描述、客户参观等人员列出名单、角色以及联系信息：·项目发起人·项目领导·小组成员·小组督导者·专业技术人员·其他的过程或者项目专家·其他重要的利益相关者签名和日期准备和批准签名、日期以及修正日期。

2任务书可以由管理层进行检查和批准。

3在早期定义顾客需求、伸展宽度问题以及建立测量系统的过程中，项目逐渐得到更准确的定义，应该检查、修订并重新审批任务书。

➢示例Medrad的财务人员想要减少处理货运清单所需的工作量，以使人们可以做更具增值性的工作，减少临时职位，也可以为公司未来的成长做准备。

– Market demand; – Organizational need; – Customer request; – Technological advance; – Legal requirement; – Ecological impacts; or – Social need.
11
Agreements
provide control, direction, and coordination through people, policies, and processes to meet organizational strategic and operational goals), and – Stakeholders’ expectations and risk thresholds.
7
Develop Project Charter
8
Develop Project Charter: Data Flow Diagram
9
Business documents
• The business case and the benefits management plan are sources of information about the project´s objectives and how the project will
Management Knowledge Areas.
2
Project Integration Management processes
• The Project Integration Management processes are:
– Develop Project Charter – Develop Project Management Plan – Direct and Manage Project Work – Manage Project Knowledge – Monitor and Control Project Work – Perform Integrated Change Control – Close Project or Phase