Kyle ZulpoProject Manager| AE Business SolutionsIl, United States
Id like to get the following documented, but unsure whether or not I can do it with a modified charter or if there is a better template out there that is recommended as a best practice for POC/POVs.
- Objective - Resource Contact Info & Roles - Features/Requirements ranked by priority - Milestones - RACI Diagram - Success Criteria - Testing Plan Saving Changes...
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George FreemanThought Leader | Author | Architect| Florida, United States
I’m not a fan of creating a separate charter for a POC/POV. In the article, I portray creating a contingent Charter that has not been commissioned (i.e., signature executed). You then perform the POC/POV due diligence, and after making a positive determination, you update the charter with the knowledge gained and then present it for execution. The effort put into the POC/POV can then be recognized in the formal project (if desired/needed). If you do not move forward, costs will need to be captured internally or through other arrangements. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Assuming that POC means Proof of Concept I would think it is part and parcel of the Business Case rather than Project Charter. I see POC as a study and validation of the feasibility of the product rather then the product delivery process. Typically a Project Charter would/may reference the Business Case but would not make the Business Case. Same would apply to Proof of Value (POV).
POC/POV precedes the Project Charter and is part of the project authorisation process. I would be concerned that if one where to undertake a POC or POV after project approval and initiation, one might use the POC to rationalise rather than validate project approval. Saving Changes...
A charter is really for high level approval of some endeavor and not a living document that changes as the current reality changes. Some of the items you mentioned like the RACI and the testing plan definitely do not belong in a charter.
Much of what you described looks like lower level plans which make up the full project plan. They contain information which is managed regularly, and you shouldn't need to seek approval from a VP when someone's contact information or a test plan changes.
One way to look at it is like if you developed an RACI for each item on your list. Who develops the document? Who is required to formally approve the document? Who needs to use the data in the document or perform a technical review? Who needs to be informed that the document exists?
If the answers to those questions have significant differences between different types of information in your list, create a unique document/plan for them and they will be much easier to manage. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Added context to my comment:
POC/POV’s unless they are foundationally part of a given companies culture, that is, a standard practice, will require someone to take a risk to approve the effort. In other words, it often takes personal capital, and can lead to a CLM (Career Limiting Move), meaning, its political.
Political cover and leverage can be provided by the due-diligence “content” of a project charter. Stated differently, it serves more than a business case, as it shows a level of commitment, belief and prepardness behind the proposed initiative.
But note, it’s not a charter yet, it’s preliminary, it has not been signed or fully circulated. If you don’t want to call it a preliminary charter, then call it something else, for instance, a “project initiation document,” the name is not important, the content and effort behind the content is.
Bringing a “project to life” requires more than procedure and process – at times. Recognizing the political component is part of a project managers job. So, don’t get stuck on collateral terminology (e.g., project charter), get stuck on the project through recognizing the environment you are in and leveraging the politic for its purpose – to initiate change. Saving Changes...
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