Example Only, Not Actual Charter for This Project

Example: Project Charter EZ

EXAMPLE ONLY, NOT ACTUAL CHARTER FOR THIS PROJECT.

Project Name / Project Management Advisor (PMA)
Project Manager / Name1 – Project Manager
Name3 / Organization / DoIT – CIO Office
DoIT – Academic Technologies
Sponsor / Name2 – Project Sponsor / Organization / DoIT – CIO Office
Customer / Project Management Task Force, DoIT Project Managers / Organization / DoIT departments
Document Version and Date / Version 2.0, March 7, 2007
Project Scope
Business Need / DoIT’s project management improvement initiative includes delivery of a project management framework for general use by DoIT project managers. Successful delivery and use of the framework depends upon an accessible means to provide just the right information to project managers when they need it.
Project Goals / n/a
Product Description / The Project Management Advisor is a web-based performance support tool designed to deliver the project management framework to DoIT project managers.
In Scope/Out of Scope / In scope:
ü  PMA version 1.0 includes all framework content delivered by the project management task force for Phase 1.
ü  Future releases of PMA will deliver additional framework content as defined by the project management task force.
Out of scope:
ü  Integration with the Project Startup and Status Tool (PSST) is out of scope for Phase 1. The project management task force will monitor staff feedback and may request integration in a future project phase.
Critical Success Factors / n/a
Project Assumptions / n/a
Project Constraints / n/a
Project Deliverables / A web-based tool containing all framework content delivered by the project management task force for Phase 1.
Requirements
1.  Provide complete content for Phase 1 project management framework.
2.  Provide design to expand content for future phases of project management improvement project.
3.  Enable easy access to project management framework for beginning, intermediate, and advanced project managers.
4.  Provide navigation option for small, medium and large projects.
5.  Provide crisp presentation.
6.  Include access to deliverable templates and examples.
7.  Deliver through DoITnet.
High-Level Milestones and Timeline
1.1 Complete initial requirements gathering 9/15/05
1.2 Create preliminary prototype 10/01/05
1.3 Review and adjust prototype 10/15/05
1.4 Develop full product 11/15/05
1.5 Product acceptance and signoff 12/01/05
1.6 Move to production 12/15/05
High-Level Roles
Role / Project Responsibility / Skills Required / FTE
FY 05-06 / Recommended Source
Project Sponsor / Champion project / 0.1 / CIO office
Project Manager / Manage development / Project Mgmt / 0.1 / AT
Customer / Define requirements, accept / 0.2 / PMTF, DoIT depts
Web Designer / Design and prototype / Web design, web writing skills / 0.1 / AT
Web Developer / Develop web application / Web development / 0.25 / AT
Total / 0.65
High-Level Budget
Cost Type / FY 05-06 / Total
Labor
Design and prototype / $5,000 / $5,000
Development / $10,000 / $10,000
Total Budget / $15,000 / $15,000
Communications Strategy
1.  One-on-one requirements gathering with individual stakeholders
2.  Monthly status meetings with customer
3.  Demonstration to DoIT management in collaboration project management improvement project status report and PSST demonstration – December, 2005
4.  Group demonstration to project management forum – January, 2006
Quality Management Strategy
1.  Apply University web accessibility standards
2.  Apply industry performance support tool design standards
3.  Use iterative prototyping and customer feedback
4.  Intensive developer alpha testing and customer beta testing prior to release
Issue Management Strategy for Phase 3
The purpose of issue management is to minimize the impact of unplanned for events during project execution and control, and to ensure that issues that cannot be resolved by the project team are escalated appropriately.
The issue management goals for this project include:
·  Informal monitoring for the identification of issues
·  Informal documentation of low and medium impact issues
·  Formal documentation of high impact issues to be defined in the project issue management plan
The project manager, in consultation with the project sponsors, has primary responsibility for deciding how to identify, prioritize, assign, and escalate issues. The project manager will consult with the project team regarding any significant issues and will seek the advice of the project sponsors if any issues become a serious threat to project success.
Change Management Strategy for Phase 3
The main change management objective is to define at a high level the factors to be used to control changes that occur after the project baseline has been established. Anticipated change management challenges are minimal during Phase 3 of this project because the requirements are well-defined and there is a proven track-record from earlier phases of the project.
The key project constraint is the budget allocation. Any adjustments to scope or quality will be managed to a fixed budget amount. Key customer practices for managing change are the practices found in DoIT’s Project Management Advisor (PMA). Change management practices for this project will follow the PMA, but will be constrained to very limited documentation and administrative processes because so few changes are anticipated.
Risk Management Strategy for Phase 3

Risk areas

The most significant areas of risk for the PMA project are potential challenges to the continued support of DoIT’s senior management and availability of sufficient staff resources to complete the work. Of lesser significance is the possibility that development of the PMA will get bogged down by the project team trying to perfect the outcomes, resulting in a sacrifice of a broad, workable approach that can be used soon.

Critical stakeholder risk tolerances and thresholds

DoIT senior management, the project sponsors and the project manager have expressed a high tolerance for the stated risk areas. All agree that steady progress toward the improvement of project management practices at DoIT is important and any delays that might be caused by challenges to staffing the project or perfectionism of the project team are offset by a continued interest to make gradual improvements and a clear objective for the project to be managed toward that end.

Risk management objectives

The risk management objectives for this project include:
·  Informal monitoring for the realization of noted risks
·  Notification of key stakeholders if any realized risks will cause delays
·  Steady management of stakeholder expectations to keep the project on track

Risk decision makers

The project manager, in consultation with the project sponsors, has primary responsibility for deciding how to control risks. The project manager will consult with the project team regarding any factors that may contribute to risks being realized, and will seek the advice of DoIT managers if any factors become a serious threat to project success.

Project Charter Approval Signatures

Project Manager

______

(Signature) (Date)

Name1 – Project Manager

Project manager

Division of Information Technology –Systems Engineering Operations

Project Sponsor

______

Name2 – Project Sponsor

Process Improvement Manager

Division of Information Technology – CIO Office

Example - Project Charter v2.2 Page 1 of 3