Contemporary Project Management

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copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 3
Chartering Projects

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copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3 Chartering Projects

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3 Core Objectives

• Describe what a project charter is and why it is critical to project success

• List elements of a charter and why each is used
• Create each section of a charter

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3 Technical Objectives

• Initialize a project in Microsoft Project

• Set up a milestone schedule

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3 Behavioral Objectives

• As a team, create a complete charter for a real project and present it to a

sponsor for ratification
• Negotiate with a sponsor to make your project realistic and achievable

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Ball Aerospace & Technologies Corp. Systems
Engineering Solutions
“At Ball, we increase stakeholder buy-in by addressing and thinking about
things up front; with an agreed-upon charter, this gives the project team some
guidance to effectively plan and execute the effort.”
Lydia Lavigne, Ball Aerospace

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What is a Project Charter? (1 of 2)

• An informal contract between the project team and the sponsor

• A contract
• is entered into freely by two or more parties.
• cannot arbitrarily be changed
• offers something of value for each party
• is a living document that can evolve with changing conditions

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or duplicated, or posted to a publicly accessible website, in whole or in part.
What is a Project Charter? (2 of 2)

• Signing a charter represents transition

EXHIBIT 3.1: PROJECT LIFE CYCLE

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 Why is a Project Charter used?

1. Authorize the project manager to proceed

2. Help to develop a common understanding
3. Create commitment
4. Screen out poor projects

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 Authorize the project manager to proceed

• Project charter authorizes commitment of resources to a project

• Project charter provides official status within the parent organization.

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or duplicated, or posted to a publicly accessible website, in whole or in part.
 Common understanding

• Teamwork develops.
• Agreement, trust, communication, and commitment develop.
• Project team does not worry if management will accept a decision.
• Sponsor is less likely to change the original agreement.

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When is a charter
needed?
EXHIBIT 3.2

Source: TriHealth.
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or duplicated, or posted to a publicly accessible website, in whole or in part.
Typical Elements in a Project Charter (1 of 2)

Title
Scope overview
Business case
Background
Milestone schedule
Risks/assumptions/constraints
Spending approvals/budget estimates
Communication plan requirements
Team operating principles
Lessons learned
Signatures and commitment
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Typical Elements in a Project Charter (2 of 2)

EXHIBIT 3.3: CHARTER ELEMENTS AND QUESTIONS ANSWERED

CHARTER ELEMENT ANSWERS THE QUESTION
Scope overview Why?
Business case Why?
Background Why?
Milestone schedule When?
Success criteria What?
Risks, assumptions, and constraints Whoa!
Resources How much?
Stakeholders Who?
Team operating principles How?
Lessons learned How?
Signatures and commitment Who?

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Scope Overview (1 of 2)

• High-level description of “what” and “how”

• The project in a nutshell

Product scope – characteristic features and functions of what is being created

Requirements—characteristic or condition needed to satisfy either a contract

or a stakeholder’s expectations

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Scope Overview (2 of 2)

• Used to help prevent scope creep

• Considered to be the project boundaries
• Quantifying the scope helps with understanding of project size

Scope creep – uncontrolled expansion to what was agreed upon

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Business Case (1 of 2)

• Project purpose or justification statement

• Answers the question “why?”
• Used to justify the necessity of the project

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Business Case (2 of 2)

• Ties project to the organization’s strategy

• Provides rationale or high-level cost/benefit estimates
• Persuades and inspires decision makers and team members

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Background

• Used to provide more detail to support the scope statement and business
case statements
• Background statement is optional

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Milestone Schedule with Acceptance Criteria (1 of 2)

• Divides the project into intermediate steps whose completion can be verified
• Lists major milestones and deliverables

Milestone schedule – summary-level project schedule composed of major

milestones and/or completion of deliverables

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Milestone Schedule with Acceptance Criteria (2 of 2)

• Who will judge the quality of the deliverable and by what criteria?
• Acceptance criteria represent the project’s vital signs
• Never turn in a deliverable without knowing how it will be judged
• Something of value will be delivered at each iteration

Acceptance criteria – markers against which deliverables can be evaluated

for completeness and correctness.

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Risks, Assumptions, and Constraints (1 of 2)

Risk – an uncertain situation which could have a negative or positive effect on

the project if it occurs

Assumptions – suppositions made during project planning that are treated as

factual, though they’ve not been proven

Constraint – anything that limits project implementation

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Risks, Assumptions, and Constraints (2 of 2)

• Reminders of what could prevent successful completion of a project

• Forethought and planning increases the likelihood of discovering problems
before they occur
• A false assumption becomes a risk
• A constraint that limits money, time, or resources is a risk

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Risks

• Identify negative risk and a plan to overcome it.

• A positive risk can be considered an opportunity → plan to capitalize on it
• Consider the risk of NOT undertaking the project
• Assign an “owner” responsibility for each negative risk

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Resource Estimates

• A preliminary budget with level of confidence in the estimate

• Identify expenses the project manager can authorize
• Identify expenses the sponsor needs to control

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Stakeholder List

• Identify stakeholders
• What does each stakeholder care about?
• Who are the key stakeholders?

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Operating Principles

• Enhance team functioning

• Increase team effectiveness
• Ensure all parties are aware of what is expected

How to conduct meetings How to accomplish work

How to treat each other with How to make decisions

respect

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Lessons Learned

• Successes and failures of previous projects become practical advice

• Avoid the risk of repeating mistakes from previous projects

Lessons learned – knowledge gained from one project which may be

applicable to similar future projects

Lessons learned register – accumulation of knowledge learned, which can be

easily referenced and cataloged.

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Signatures and Commitment

• Who is involved
• Extent to which each person can make decisions
• Expected time commitment for each person
• The project sponsor, project manager, and core team members show
commitment by signing the charter

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Constructing a Project Charter

• Sponsor creates first draft of scope overview and business case

• Leadership team may contribute additional information
• Scope overview and business case should be one to four sentences each

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or duplicated, or posted to a publicly accessible website, in whole or in part.
 EXHIBIT 3.5: Scope Overview and Business Case
Examples (1 of 3)
PHASE II MULTICENTER TRIAL SCOPE OVERVIEW
This project will initiate a Phase II multicenter clinical trial at Cincinnati Children’s Hospital Medical Center
(CCHMC). The trial will be conducted at five medical centers in the United States to investigate the safety
and efficacy of an investigational drug’s ability to improve cognitive functioning and quality of life in
pediatric patients with Tuberous Sclerosis Complex. The project is a follow-up study of a Phase I clinical
trial conducted at CCHMC.
ONLINE TUITION REIMBURSEMENT PROJECT SCOPE OVERVIEW
This project will design, develop, and implement an online tuition reimbursement system that will provide
employees with a selfservice tool to submit a request for tuition reimbursement payment. This project will
incorporate a workflow process that will do the following:
• Move the request to the appropriate personnel for approval.
• Alert the employee of any additional items necessary for processing the request/
• Upon approval, send the request to payroll for final processing.
• Notify the employee of payment processing.

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or duplicated, or posted to a publicly accessible website, in whole or in part.
EXHIBIT 3.5: Scope Overview and Business Case
Examples (2 of 3)
DEVELOPMENT OF A BIOLOGICAL RESEARCH SPECIMEN SHIPPING CENTER PROJECT
BUSINESS CASE
The purpose of this shipping center is to provide professional shipping services and supplies for CCHMC
employees who are responsible for shipping biological specimens as part of research. This shipping
center will improve compliance, streamline shipping processes, enhance research productivity, reduce
time and money invested in employee training, and reduce potential liability for noncompliance.
ESTABLISHING A SECOND PULMONARY FUNCTION TESTING (P TF) LAB PROJECT BUSINESS
CASE
An additional PTF lab will enhance patient access by:
Decreasing wait times and
Providing a convenient location close to primary care appointments.
It will also improve patient outcomes by assisting in:
Diagnosis,
Accurate assessment, and
Chronic management of pediatric lung disease.
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EXHIBIT 3.5: Scope Overview and Business Case
Examples (3 of 3)
In addition, establishing a PFT lab will increase revenue by:
Increasing availability of PTF and
Increasing community referrals for PFT.
Source: Cincinnati Children’s Hospital Medical Center.

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Breakout session! (1 of 6)

Create an “elevator pitch” for your project

• 30 second summary
• What your project is (scope overview) &
• Why it is necessary (business case)

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Background Instructions (Optional)

EXHIBIT 3.6: BACKGROUND SECTION EXAMPLE

Interfaith Business Builders is an organization of diverse Cincinnatians that
develops and promotes community-based, employee-owned and -operated
cooperative businesses (co-ops). Our co-ops create new jobs and ownership
opportunities for low-income people in sustainable local businesses. Members
of IBB come from a variety of faith and social backgrounds, share a passion for
social justice and the empowerment of people, and value community,
cooperation, opportunity, and solidarity. Our cooperatives are businesses that
follow these seven principles: voluntary and open membership; democratic
member control; member’s economic participation; autonomy and
independence; education, training, and information; cooperation among
cooperatives; and concern for community.

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EXHIBIT 3.7: Milestone Schedule with Acceptance
Criteria

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Six Steps in Constructing a Milestone Schedule

1. Describe the current situation that requires the project (1st row of the milestone
column)
2. Describe the project at its successful completion (Last row of the milestone
column)
3. Describe the acceptance criteria for the final project deliverables (Bottom row
of 3rd and 4th columns)
4. Determine the few key points in the milestone column where quality needs
to be verified
5. For each milestone, determine who the primary stakeholder(s) is(are) and
how the resulting deliverable will be judged
6. Determine expected completion dates for each milestone

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Breakout session! (2 of 6)

• Create a Milestone schedule, using a chart with these four columns:

1. Milestones
2. Dates
3. Stakeholders
4. Acceptance criteria

• Follow the six steps on the previous slide (section 3-5c in textbook) to
complete the milestone schedule

1st iteration follows steps; all other iterations just-in-time

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EXHIBIT 3.8: Six Sigma Milestone Schedule and
Acceptance Criteria Template

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Risks, Assumptions, and Constraints Instructions

• Brainstorm all risks to

Schedule Budget Usefulness Satisfaction

• Identify and document assumptions
• Quantify risks based on:
• probability of occurring
• impact if realized
• Which risks should be considered “major?”
• Major risks require formal response plan

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or duplicated, or posted to a publicly accessible website, in whole or in part.
EXHIBIT 3.9: Risk Assessment Example

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or duplicated, or posted to a publicly accessible website, in whole or in part.
EXHIBIT 3.10: Risk Response Planning Example

RISK EVENT RISK OWNER RISK RESPONSE PLAN(S)

Hardware inadequate Edie 1. Techs revise existing hardware
2. Replace hardware

Associates do not have skills Padraig 1. Train existing associates

to perform key functions 2. Hire additional people

Key resource not available Ute 1. Identify external resources to

fill need

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Breakout session! (3 of 6)

• As a group, identify as many risks as possible

1. Write each risk on a post-it note
2. Create a graph, such as that in Exhibit 3.9
3. As a team, decide where on the chart each risk goes (based on probability and
impact)
4. Create risk response plans for each “major” risk and assign an owner to each
risk

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Resources Needed Instructions

• Use crude estimates for people, equipment, space, and money needs
• Describe how estimates were developed & level of confidence
• Develop limit of spending authority for project manager
EXHIBIT 3.11: RESOURCES NEEDED ESTIMATE
MONEY PEOPLE OTHER
Marketing $10,000 Project Manager, 250 hours 1 Dedicated Conference Room
Core Team Members, 500 hours
AV and Communications $5,000 Internal Consultant, 100 hours
Miscellaneous $5,000 Data Analyst, 100 hours
Focus Group Participants, 50 hours
Total = $20,000 Total = 1,000 hours 1 Room

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Breakout session! (4 of 6)

• Estimate resources, following the example of Exhibit 3.11:

1. Money, people, space, equipment, etc.
2. Include level of confidence in your estimates

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Stakeholder List Instructions

Identify all stakeholders

Determine most important stakeholders
Ask each stakeholder what interest they have in the project
EXHIBIT 3.12: STAKEHOLDER LIST EXAMPLE
STAKEHOLDER PRIORITY INTEREST IN PROJECT
Institutional Review Board Key Unexpected problems, progress
Food and Drug Administration Key Serious adverse events, progress
Site Principal Investigators Key Protocol, safety reports, changes
Pharmaceutical Company (Customer) Other Serious adverse events, progress
Research Subjects (Patients) Other Purpose of study, risks and benefits, protocol

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Breakout session! (5 of 6)

• Create a list of project stakeholders

1. Individuals and/or groups
2. What is their interest in the project?
3. Who are the key stakeholders?

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Operating Principles Instructions

Establish how:
• meetings will be conducted
• decisions will be made
• work gets done
• everyone will treat each other with respect

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Operating Principles Example
EXHIBIT 3.13: TEAM OPERATING PRINCIPLES EXAMPLE
ABC Project Team Operating Principles
1. Team members will be prepared with minutes from previous meeting, agenda, and project updates.
2. Meetings will normally last for up to 90 minutes.
3. Team members will rotate the role of recorder.
4. Each team member will be responsible for setting his or her own deadline.
5. In the event that a team member cannot have his or her assignment complete by the expected date,
he or she must notify the team leader prior to the due date.
6. The team leader will be responsible for drafting the minutes from the previous meeting and the
agenda for the next meeting within 48 hours.
7. Decisions will be made by:
Team leader on ____ issues.
Consensus on ____ issues.
Delegation on ____ issues.

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Breakout session! (6 of 6)

• Create a short list of team operating instructions

Establish how:
• meetings will be conducted
• decisions will be made
• work gets done
• everyone will treat each other with respect

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Lessons Learned Instructions

• Consider what has worked/not worked

• Copy or tailor what has worked
• Avoid what has not worked
• Report lessons learned more than once over life of project
• Before undertaking project
• At key reviews
• Upon project completion
• Make lessons available in a knowledge base

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or duplicated, or posted to a publicly accessible website, in whole or in part.
EXHIBIT 3.14: Project Lessons Learned Example

All parties are responsible for defining and following the project scope to avoid
scope creep.
All parties should share good and bad previous experiences.
Aligning team roles to sponsor expectations is critical.
Keep sponsor informed so sponsor stays committed.
Identify any possible changes as soon as possible.
Use weekly updates on project progress to avoid unpleasant schedule
surprises. Review previous events for specific lessons.

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Signatures and Commitment Instructions

• Project sponsor, manager, team members

Exhibit 3.15: CHARTER SIGNATURE EXAMPLE

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Ratifying the Project Charter

• Present the project charter to the sponsor for approval

• Sponsor asks questions for clarification and agreement
• Sponsor, project manager, and core team sign the project charter

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Starting a Project using Microsoft Project

• MS Project 2016 Introduction

• Setting up your first project
• Define your project
• Create a Milestone Schedule

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MS Project 2016 Introduction (1 of 3)
EXHIBIT 3.17
CHAPTER CHAPTER TITLE MS PROJECT PROCESS
3 Chartering Projects Introduce MS Project 2016;
Set up a project;
Create a milestone schedule

7 Scope Planning Set up a work breakdown structure (W BS)

8 Scheduling Projects Set up schedule;
Build logical network diagram;
Understand the critical path;
Display and print schedules

9 Resourcing Projects Define resources with calendars;

Assign resources, including modifications;
Find and resolve over-allocations
10 Budgeting Projects Develop project budget
12 Project Quality Planning and Project Kickoff Baseline the project plan
14 Determining Project Progress and Results Update and report on project schedule
15 Finishing Projects and Realizing Benefits Close projects

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MS Project 2016 Introduction (2 of 3)

• Ribbon – set of 7 tabs used to construct, resource, baseline, status,

communicate information about a schedule
• File
• Task
• Resource
• Project
• Report
• View
• Format

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MS Project 2016 Introduction (3 of 3)

• Project Schedule Details View Pane(s)– displays info about project:

• Timeline view– “big picture” of project schedule
• Gantt chart view—displays tasks on a calendar
• Zoom Slider – change timescale by sliding left or right
• View Shortcuts– quick switch from active view to: Gantt chart, Task usage, Team
planner, Resource sheet, and Report
• Schedule Mode selector – manual or automatic

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or duplicated, or posted to a publicly accessible website, in whole or in part.
Initialize MS Project 2016 for General Use

• Auto Scheduled mode (use this one!)

• MS Project automatically calculates a schedule using schedule drivers
• Manually Scheduled mode (default)
• Ignores schedule drivers and uses manually entered data

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Setting up your first project
EXHIBIT 3.18: MICROSOFT PROJECT 2016 INTERFACE
1. File, Options,
Schedule
2. Scheduling
options – All New
Projects
3. New tasks
created – Auto
Scheduled
4. OK

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
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or duplicated, or posted to a publicly accessible website, in whole or in part.
Define your Project (1 of 3)
EXHIBIT 3.19: SET AUTO SCHEDULE

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
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Define your Project (2 of 3)
EXHIBIT 3.20: SET PROJECT START DATE
Enter identifying information:
1. Click File tab
2. Project Info>>Advanced Properties
3. Summary tab—enter title
4. OK

Source: Microsoft product screenshots reprinted with

permission from Microsoft Corporation.

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Define your Project (3 of 3)
EXHIBIT 3.21: ENTER IDENTIFYING INFORMATION
Generate “Project
Summary” task row:
1. File>>Options>>
Advanced
2. “Display options
for project”
3. Check “show
project summary
task”
4. OK

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
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Create a Milestone Schedule*

1. T​ ask Name cells, enter milestone names

2. ​Duration cells, enter 0 for each milestone
3. ​For each milestone row:
• Double click milestone name to activate “Task Information” dialog box
• Advanced tab, change Constraint type to “Must Finish On”
• Constraint date, enter milestone date
• OK

*More details provided in textbook

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Create a Milestone Schedule
EXHIBIT 3.24: SUBURBAN PARK HOMES MILESTONE SCHEDULE

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
Create a Milestone Schedule (Complete instructions
found in textbook)
EXHIBIT 3.25

Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
Summary

• A project charter enables the project sponsor, project manager, and core
team to agree on the project at a high level.
• Charters include scope overview, business case, milestone schedule,
acceptance criteria, risks, and signatures (other sections optional).
• A rough draft of the business case and scope overview are written.
• Sponsor goes over the charter with the project manager and core team.
• The charter is the document that completes the project initiating stage and
begins the planning stage.

Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
PMBOK Exams

• Many questions regarding order of processes and deliverables

• Remember that all parts of a charter are composed in the Initiating stage and
expanded on in detail during Planning stage of project
• Signing charter transitions project from Initiating to Planning

Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
Information Systems Enhancement Project Charter
PM IN ACTION
• Used when a nonprofit agency formed a project team to upgrade its
information systems
• Design principles – how to write a project charter
• Content principles – suggestions regarding the content of each section

Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
Casa de Paz Development Project

• Create the scope overview and business case for further website
development
• What expertise would you like from various stakeholders to create the
milestone schedule with acceptance criteria?
• What are key risks for this project?
• Who are key stakeholders?

Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.