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

3. Projects are Flash Mobs

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

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

6. 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

7. 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

8. 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?

9. 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

10. 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

11. 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

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

13. 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

14. 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

15. 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

16. 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

17. 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

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

19. 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

20. 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

21. 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)

22. 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

23. 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

24. 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

25. 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?

26. 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.

27. 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?

28. It’s a DRAFT: < 45 MinutesI
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

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

30. 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.

31. 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.

32. How Can I Get More Help? At www.russellmartin.com: Purchase books
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Find out about workshops, webinars, e-learning and virtual alumni communities
@nolecture
Lou Russell