Build a Project Charter in 45 minutes or less Russell Martin & Associates, a Moser Consulting Company @nolecture info@russellmartin.com www.russellmartin.com

Projects are Flash Mobs

What is Project Management? Project Manager Plans, Organizes Manages the Project Project Team Members Perform project activities and produce project deliverables STEWARD

What is a Project Sponsor? Represents the best interest of the organization that is funding the project Provides resources Makes critical business choices (governance)

You Try It Provides status reports to stakeholders ____ ____ Project Sponsor Project Manager Provides status reports to stakeholders ____ ____ Assigns tasks to people ____ ____ Determines the business objectives ____ ____ Determines the project objectives ____ ____ Recommends what to do when money, ____ ____ time or quality are threatened Decides what to do when money, ____ ____ time or quality are threatened

The Dedicated Project Team Who’s In, Who’s Out? Gordon McKenzie The Sponsor Finance Experts (SMEs) the project The Project Manager Functional Leaders The Dedicated Project Team Customers

When Does a Project End? When the product / deliverable is built? When the pilot has been held and changes made? When everyone is using it? When no one asks for any changes?

What Project Management DELIVERS Less (not ‘no’) rework Better quality Less cost to the business Less chaos Less heroics Increased upfront thought = increased project success

What Project Management is NOT Filling out forms An excuse to ignore the organization’s perspective Late, poor quality or over budget project delivery A substitute for a brain

Steps to Great Projects Dare to Properly Manage Resources! Steps to Great Projects Define Plan Manage Review END START Set business objectives Establish project scope Set project objectives Mitigate risks Establish constraints Plan communications Establish governance plan Determine milestones Schedule task dependencies Adjust for resource dependencies Create budget Control work in progress Provide status and feedback Leverage governance Resolve conflict Close the project Turn over deliverables Hold project review Celebrate accomplishments initiate plan monitor close

Define Set Business Objectives Establish Project Scope Set Project Objectives Mitigate Risks Establish Constraints Establish Governance Plan Communications, Governance and Transition

Steps to Great Projects Dare to Properly Manage Resources! Steps to Great Projects Define Plan Manage Review END START Set business objectives Establish project scope Set project objectives Mitigate risks Establish constraints Plan communications Establish governance plan Determine milestones Schedule task dependencies Adjust for resource dependencies Create budget Control work in progress Provide status and feedback Leverage governance Resolve conflict Close the project Turn over deliverables Hold project review Celebrate accomplishments initiate plan monitor close

Develop Business Objectives: The Greek Goddess of Business Increase Revenue Avoid Cost IRACIS by… The project will… Improve Service Also… Reaction to government regulation Reaction to competitive pressures

Who are My Stakeholders? A person, role, organization, company or system who PROVIDES SOMETHING to the project or RECEIVES SOMETHING from the project INPUT to the project OUTPUT from the project

Define the Scope Stakeholder (role not person) Inputs: Information needed Outputs: Deliverables Comments Project Sponsor Employees provide the volunteer hours Charities provide the need receive help Corporate Communications provides press releases Catering provides food for the volunteers

Brainstorm the stakeholders, inputs and outputs Define the Scope Brainstorm the stakeholders, inputs and outputs Stakeholder (role not person) Inputs: Information needed Outputs: Deliverables Comments Project Sponsor

Define the Scope Diagram Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communications Employees Communication Plan Status

Define the Scope Diagram Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communications Employees Communication Plan Status Need Training Governance

Develop the Project Objectives Criteria that will be: Concrete and specific Measurable Achievable and realistic Time-bound Refers to project deliverables How will DONE be measured? System Objectives Product/Service Objectives Cost / Revenue Related Objectives Learning / Performance Related Objectives

Document Risks Risk = Management Overall Project Risk Average: Size - How “big” is this project or how long will it take relative to others you have done? Rated 1(small) - 10(large) Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) Technology - How understood is the technology and procedures? Rated 1(old) - 10(new)

So What? 1 – 3 Wing this project 4 – 6 Do a quick project charter, high level project plan 7 – 8 Block regular project management time 9 – 10 Block frequent time, clear your schedule and plan NOW to cut the scope > 5 Mitigate the Risk

Document Risks & Constraints Risk Mitigation: Detailed RISK FACTOR LIKELIHOOD IMPACT PREVENT BY REACT BY There are not enough volunteers Medium High Increased communication ahead of time Ask volunteers to ask friends Type of charity work is not realistic for our volunteers Visit charity early to clarify scope of work Negotiate scope of work

Document Constraints CONSTRAINTS are the restrictions on your project that will occur Can’t change Can’t change much Negotiate TIME COST QUALITY/ SCOPE X Published day, can’t be moved Not an unlimited budget Could do a smaller event

Establish Communications Plan Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communication Employees Communication Plan Status Need Training Governance Needs Who will you communicate with? Who will receive regular status updates? What change message do you want to provide proactively?

Establish Governance Plan Who determines DONE? Who can change time, budget, scope or quality? Why is it SO HARD to end a project? Why do people keep changing things even when they wouldn’t go to the initial meetings? No one told them they couldn’t.

Establish Transition Plan Charities Sponsor: CEO Volunteer Day Project Catering Volunteers Food Budget Schedule Available Corporate Communication Employees Communication Plan Status Need Training Governance Needs The Definition of DONE drives Scope: Who will you pass the final project to for maintenance? How will ‘END’ be measured? Does your Scope Diagram model tell this story?

It’s a DRAFT: < 45 Minutes info@russellmartin.com I I need that charter NOW Changes =“failures”= emerging realities Predicting the future is not possible. Those who created the plan did not fail when things change – We create what we can with what we know then Focus on ‘tacking’ to the PURPOSE

Lessons Learned What are the three things you have learned in this lesson? 1. 2. 3. Email info@russellmartin.com right now to get the Project Charter Template free

The Five Deadly Sins of Project Management Seek first to blame. I’m busy, I must be making progress. We can do that. That will just take a minute. All projects are the same.

The Five Heavenly Atonements of Project Management Seek first to collaborate. I’m busy on the things that are creating ROI. We can do that for a price. That will just take a bit for me to figure out the impact. I’ll get back to you tomorrow. All projects are unique.

How Can I Get More Help? At www.russellmartin.com: Purchase books Get our LEARNING FLASH e-zine for more tips and tools Find out about workshops, webinars, e-learning and virtual alumni communities info@russellmartin.com @nolecture Lou Russell