This sample project charter helps you define the scope, objectives and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan and budget. In addition, it serves as a contract between the project team and the project sponsors, stating what will be delivered according to the budget, time constraints, risks, resources and standards agreed upon for the project.
Project managers and teams ask many questions during the execution of a project, but very few of those questions begin with “why.” Why is that (!)? Because when it comes to benefits, it’s one of the most important questions.
There will come a day when you will face an issue and not be able to resolve it on your own. What will you do to ensure the project is not compromised?
Being a project manager may not be flashy and inspire flowing-cape theatrics, but there are quiet ways in which you can work behind the scenes to ensure that everyone becomes the hero when your projects are completed on time, within budget and to everyone’s satisfaction.
Have you noticed that as project execution approaches evolve, they become more Agile (or at least “small ‘a’ agile”)? Does that create opportunities for more formal acceptance of agile concepts throughout organizations?
...or how a DIY trouper never stops learning. As this project manager planned her next big do-it-herself project, she started to parallel her effort to those she has encountered many times when executing a program or project at work. What can you learn from her experience...and mistakes?
There is often a stakeholder who is genuinely dedicated to the success of the project--and yet without any malicious intent, they become the lynchpin that can unravel the entire effort. Here are four things that can help you manage this stakeholder’s expectations without leaving a bruised ego behind.
Risk analysis is a wonderful tool for project managers. But in order for risk management to be useful to a project or a program, the management team will need to move past risk analysis and into taking actions based on the analysis.
The alternative to embracing change doesn’t have to be completely rejecting it. Are there ways we can introduce more flexibility to waterfall projects without losing control of change? Can traditional project execution approaches learn anything from the agile approach to change?
The expectations and the needs of the customer do not always balance the needs of the project--and the project management processes. Project managers often have to walk a fine line between the customer and the project. Keep these tips in mind.
Projects get started for various different reasons--and with varying levels of understanding. The scope is one of the most important items to settle on as soon as possible at the beginning of the project.
Simply put, scope is the size of the project. But there’s more to it than that!
This checklist will assist you in minimizing scope creep, schedule extensions and project failure by evaluating whether the initial requirements are complete. This series of requirements attributes, quality checks, and examples provide a thorough review of what you plan to do.
The change request form should be used to formally initiate a request for change to a project. Types of change requests you can initiate by using this form include changes to scope, timeframes, deliverables, resources, milestones and expenditures.
Change is bound to happen. Make sure that you handle it correctly by following the proper procedures. This form will help you cover all your bases so change doesn't have to mean big surprises or project disasters.
This simple change request form will keep you mindful of what the proposed change is and the impact it will have.
How do changes get recorded, analyzed and approved on your project? This document contains guidelines for these procedures and more.
The statement of work (SOW) encompasses the goals, scope, deliverables, cost and schedule estimates, stakeholder roles, chain of command and communication guidelines for a project. Learn how to put a quality SOW together by studying its components.
Assess the scope, impact ranking and criticality of each business change required to implement a particular application package.
This procedure describes the process of testing software code or products by the test team. It documents the procedure for the entire testing cycle: generating test plans, scheduling tests, conducting tests and reporting test results. This procedure applies to new development, as well as major and minor releases, including customized solutions delivered to customers.
This Powerpoint presentation is a high-level view of the basics of planning and defining scope.
Use this form to capture the what, how and why of your proposed project change and to get sign-off from the brass.
This tool is designed to create service level agreement information for a justification or similar document. It is most useful for IT organizations that are too small to have a Project Management Office, but can use better control over linking project service level agreements with business objectives.
Are you intending to develop a project? You need a project notification sheet.
This document outlines the Business Scope, which is a description of the area of the business to be supported by the application package, including the specific business activities to be supported, the business objects to be managed and the organizations and sites to be supported.
Who's on first? What's on second? Don't know who's on third? When it comes to your project, you need to have this information at your fingertips. Use our definition of a project status report to make sure your team members provide the right information to the project manager.