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2.01 Project_Charter_Template

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Purpose of Project
Business Case
Critical business decisions regarding IT investments depend upon reliable and accurate cost information. The current process is broken and there are material distortions to the reporting of actual costs for IT projects within the Project Management System. This project will attempt to fix this broken process and give management the correct information needed for properly managing multi-million dollar investments in information technology. The main benefit of this project has to do with improving the integrity of critical business data and the corresponding decision making processes surrounding this data, such as the Monthly Performance Reports. Design and develop a complete set of solutions to address root causes behind the impairment of actual cost data in the Project Management System. At the highest level, this involves two data streams: Timesheets for Labor Costs and Expense Entries for all other costs. Determine the causes behind timesheets not processed and / or processed incorrectly. Determine the causes behind expense entries not processed and / or processed incorrectly. Determine the full extent of the problem through data analysis, interviews, and other tests. Develop solutions for improving the processes and monitor the results of the implemented solutions.
Project Charter Template
General Project Information
Project Name Project Sponsor Project Manager Email Address Phone Number Organizational Unit Process Impacted Expected Start Date Expected Completion Date Expected Savings Estimated Costs Green Belts Assigned Black Belts Assigned Integrity of Cost Data with IT Projects CIO and Project Management Office Matt Evans matt@ 877-807-8756 Information Technology Office Monthly Performance Reporting July 23, 2007 December 14, 2007 $2,916,000 $521,520 Matt Evans Kenneth Barruto IMPORTANT REMINDER
Outside of Scope
Tentative Schedule
Tentative Schedule
Analysis Phase Improvement Phase Control Phase Project Summary Report and Close Out
Define the Project Resources and Costs
Define the Project Scope and Schedule
Within Scope
This project is limited to only those projects that are considered "developmental" since these projects must report Earned Value Management and these projects currently rely on the Project Management System for cost data. Projects not using the Project Management System will not be reviewed. Additionally, this project will not develop detail system requirements for the Project Management System. The focus will be on the process itself and how the process relates to source systems for data. Key Milestone Form Project Team / Preliminary Review / Scope Finalize Project Plan / Charter / Kick Off Define Phase Measurement Phase Start 07-23-07
A narrative written charter must be circulated and signed by the project sponsors. You can attach a completed version of this template to your narrative written charter in an effort to keep it short and concise.
Goals / Metrics
Project Charter, Stakeholder Analysis, Thought Process Map, Critical to Quality Characteristics, Pareto Chart of Errors in Cost Data, Attribute Measurement System Analysis, Baseline DPMO / Sigma Levels, Root Cause Analysis, Hypothesis Testing, Expected Deliverables Statistical Process Control Charts, Proposed Solutions, Pilot Tests, Solutions Rating Matrix, Error Proofing, Improvement Implementation Plan, Control Plans, Standard Operating Procedures, Training Modules, and Project Summary Close Out
Please make sure you meet with the project team and sponsors before completing this template. Much of the information required will need to come from a discussion with team members and sponsors.
Project ry Minzer, Robert Bowers, and Jamin Musului. In addition to the four core team members, System Administrative support has been budgeted at one-full time FTE for the life cycle of the project. Black Belt Support will come from the CIO Council. Project Management Office staff will provide some administrative help. Projects that are reviewed may get tasked to help with data gathering and collection. At least two of the core team members will need network access to the Project Management System. The project will also need programming support to extract data from two other systems: Payroll and Financial Reporting. Vendor / Labor Names Southland - Matt Evans (PM / Lead) In House - Sherry Minzer (SME IV) In House - Robert Bowers (SME III) In House - Jamin Musului (SME III) In House - System Adm Support NONE Rate $185.00 $170.00 $162.00 $162.00 $150.00 Total Costs Qty 800 580 580 580 580

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文档：项目章程模板Project_Plan_Project_Charter

文档：项目章程模板Project_Plan_Project_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。

使用Project2021年Server管理整个企业的项目

使用Project2021年Server管理整个企业的项目

使用Project2021年Server管理整个企业的项目随着竞争的加剧，化工企业越来越需要选择好、并完成好本身的项目。

然而，由于项目的复杂性和多变性，各层次人员都对于在企业的层次上如何管理好项目感到头痛。

项目上的具体工作人员可能需要承当来自多个项目上的工作，他们不知道应该首先做哪个项目的哪项工作，如何进行优先排队。

有时他们加班加点完成了某个任务，但并非是最急需的;项目经理需要全面地、清楚地规划出自己管理的项目，但多变的项目环境，使得他们总有“计划赶不上变化”的烦恼，他们不清楚该如何快速地做出一个合理的计划，并能够进行跟踪控制，随时知道他的团队成员的工作己经完成到何种程度，哪些需要协调;高层领导经常需要根据整个企业最新的信息做出正确的决策，但他们只能通过职能部门层层进行统计汇总，当信息展现在他们面前时，己经失去了实时性，往往失去了许多宝贵机会。

如今，这个问题己经可以解决，微软公司几个月前发布的project ____ server就是帮助企业领导有效解决这些问题的好工具，我们应当考虑把该系统集成的化工行业的信息化系统中去。

project ____家族产品微软从80年代起就开发项目管理软件，至今己经有近____年的历史。

最新的project ____家族产品包括三个软件:project ____ standard际准版)、project____ professional(专业版)和project ____ server(服务器版)。

其中标准版适合个人应有，管理单个的项目;专业版除了具有标准版的功能外，还能够与服务器版有机结合管理整个企业的项目;服务器版为整个企业的管理和协调提供平台，通过9个中心(项目中心、资源中心、任务中心、状态报告中心、更新中心、风险中心、问题中心、文档中心和管理中心)来管理整个企业的项目。

LOCalhosT根据权限，不同的用户既可以通过专业版软件，也可以通过浏览器佃)直接访问这些中心的内容。

Project-Charter-Template

Project-Charter-Template

[Project Name]By: [Author’s Name]Version: [Version Number]P ROJECT C HARTER A PPROVALSR EVISION H ISTORY1.A BOUT THE P ROJECT C HARTER1.1P ROJECT A UTHORIZATIONThe primary purpose of the project charter is for the allocation of resources and authorization to commence work. A project’s charter is typically evaluated against others and only select projects are authorized to proceed.Therefore, the charter should properly highlight the benefits of the project as well as potential risks.1.2A UDIENCEThe intended audience of the project charter is the decision makers who will allocate resources to the project. However, many others in the organization typically see the project charter as well including project team members, direct and indirect stakeholders, and staff in related groups and departments.The author should keep these additional viewers in mind when writing the charter.2.P ROJECT O VERVIEW2.1E XECUTIVE S UMMARY<The Executive Summary should provide a high level summary of the project in one page or less with text or visuals as needed>3.P ROJECT O BJECTIVES AND E XPECTED B ENEFITSO BJECTIVE 1–<E NTER THE O BJECTIVE><Describe the objective in more detail>O BJECTIVE 2–<E NTER THE O BJECTIVE><Describe the objective in more detail>O BJECTIVE 3–<E NTER THE O BJECTIVE><Describe the objective in more detail>M EASURABLE B ENEFITS4.P ROJECT D ETAILP ROBLEM D ESCRIPTION<Describe the problem that is being addressed >I DENTIFIED R OOT C AUSES<Describe the root cause(s) of the identified problem>P ROPOSED S OLUTION<Describe the proposed solution using visuals, charts, etc>S COPE D ETAILSP ROJECT M ILESTONEST EAMP ROJECT T EAMTEERING EAMTAKEHOLDER EAM5.P ROJECT C OSTS &R ESOURCE E STIMATES P ROJECT C OSTSR ESOURCE E STIMATION6.R ISKS &C OMMUNICATION P LAN R ISK M ITIGATION P LANC OMMUNICATION P LAN7.A DDITIONAL P ROJECT D ETAILS<Provide any additional relevant project details here or links to supporting material>。

Project2013快速使用入门教程(简单四步)

Project2013快速使用入门教程(简单四步)

Project2013快速使用入门教程（简单四步）;CorrelationId=542f5246-7573-445e-9232-5243a3b6e488&ui=zh-CN&rs=zh-CN&ad=CN添加新任务使用 Project，您可以在计划中添加任务以将工时分解为可管理的部分。

要快速创建任务，请转到甘特图，在任务列表的底部选择一个空的“任务名称”域，然后按下 Enter。

提示如果有一个在有规律的日程内重复的任务，您只需要创建一次。

显示内容创建周期性任务。

本文中的其他内容在现有任务之间插入任务向网络图中添加一个任务一次添加多个任务添加完这些任务后…在现有任务之间插入任务 1. 选择要在其下显示新任务的行。

2. 单击“任务”>“任务”在插入的行中键入任务名称。

3.重新对任务标识号自动编号，但已插入的任务不会自动与外围任务链接。

您可以将“项目”设置成将已插入的任务与外围任务自动链接。

返回页首向网络图中添加一个任务 1. 单击“视图”>“网络图”。

2. 单击“任务”>“任务”3. 在新任务框中键入任务名称。

返回页首一次添加多个任务任务表单可以帮助您一次添加多个任务，尤其是有资源工作分配和任务相关性的任务。

1. 单击“视图”>“甘特图”。

2. 单击“视图”，然后选中“详细信息”复选框。

窗口拆分为在顶部显示“甘特图”，在底部显示“任务表单”。

3. 在“甘特图”(顶部)中，单击任务列表末尾的第一行空行。

4. 在“任务表单”(底部)中，键入有关新任务的信息: o 在“名称”框中，键入新任务的名称。

o 在“工期”框中，键入任务工期。

o 如果希望任务工期保持固定(不因资源分配而变化)，请选中“投入比导向”复选框。

o 在窗体列中，键入有关任务(例如分配的资源和前置任务)的详细信息。

5. 单击“确定”保存新任务，然后单击“下一步”移动到“甘特图”视图中的下一行。