Project management – charter | Management

Assessment item 3CharterValue: 30%Due date: 21-May-2018Return date: 13-Jun-2018Submission method optionsAlternative submission methodTask
You  are to prepare and submit Assessment 3 as an individual, based on the  Virtucon/Globex scenario, and your peer to peer learning from Assessment  2.
You are required to develop a charter for the Project including:

The  Project description and overview you developed as part of Assessment 2.  Citations and a reference list must be included to support the  decisions in your charter. 

Part One:
MOV – Measurable Organisational Value (This is the goal of the project and is utilised to define the value that your team project will bring to your client)•  Identify the desired area of impact – Rank the following areas in terms  of importance: Strategy / Customer / Financial / Operational / Social• With reference to your project, identify one or two of the following types of value:

Better – is improving quality important to your client?
Faster – does your client want to increase efficiency?
Cheaper – is cutting costs important?
Do more – does your client want to continue its growth?

•  Develop an appropriate metric – this sets the target and expectation of  all the stakeholders. It is important to determine a quantitative  target that needs to be expressed as a metric in terms of an increase or  decrease of money.• Determine the timeframe for achieving the MOV – ask yourselves, when do we want to achieve this target metric?• SUMMARISE THE MOV IN A CLEAR CONCISE STATEMENT OR TABLE
(Note:  the MOV should inform everyone what the project will achieve, not how  it will be achieved. It should also focus on the organisation, not on  the technology that will be used to build or support the information  system).
Part Two:
Define Scope and produce a Scope Management PlanDefine the scope of the project and detail how the scope will be managed.Provide a list of ResourcesIdentify and detail the resources for the project using MS Project where appropriate, including:

People (and their roles), plus any extra personnel that is required for the project.
Technology – any hardware, network and software needs to support the team and your client.
Facilities – where will most of the teamwork be situated?
Other – for example, travel, training etc. 

Part Three: 
Using Project Libre (or MS Project), develop a schedule using a high level Work Breakdown Structure (WBS). It should include:

Milestones for each phase and deliverable 

This will tell everyone associated with the project that the phase or deliverable was completed satisfactorily.

Activities / Tasks 

Define a set of activities / tasks that must be completed to produce each deliverable.

Resource Assignments 

Assign people and resources to each individual activities.

Estimates for Each Activity / Task 

Develop a time estimate for each task or activity to be completed. 

A summary of the WBS should be clearly provided in the report. The Project Libre file must also be submitted for marking.
Part Four: 
Project Risk Analysis and Plan

Document any assumptions you have made about the project
Using  the Risk Identification Framework as a basis, identify five risks to  the project – one for each of the five phases of the methodology.
Analyse these risks, assign a risk to an appropriate member, and describe a strategy for the management of each specific risk. 

Part Five: 
Quality Management Plan. It should include:

A  short statement that reflects your team’s philosophy or objective for  ensuring that you deliver a quality system to your client.
Develop and describe the following that your project team could implement to ensure quality;
A set of verification activities
A set of validation activities 

Part Six:
Closure and Evaluation

Develop a closure checklist that the project team will use to ensure that the project has been closed properly.
Develop a project evaluation – outline and discuss how your project’s MOV will be evaluated.

Rationale
This assessment addresses the following learning outcomes:

Identify  and reflect on project stakeholders, communication management, the  project management knowledge areas, common tools and techniques, and  project success factors.
Critically evaluate how a practising  ICT project manager applies ICT project management techniques, skills,  methods and software tools in the IT profession.

Marking criteria
CriterionHigh DistinctionDistinctionCreditPassFailProvides an MOV and identifies the target and expectations of all stakeholders in a suitable format.
(15 Marks)The  MOV illustrates the student’s detailed consideration of the target and a  thorough analysis of the expectations of all stakeholders.The format is logical, clear and well-structured.The  MOV illustrates the student’s detailed consideration of the target and  an attempt at analysis of the expectations of all stakeholders is  evident.The format is logical and appropriate to the information presented.The  MOV illustrates the student’s generalised consideration of the target  and an attempt at analysis of the expectations of most stakeholders is  evident.The format is suitable to the information presented.The  MOV illustrates the student’s generalised consideration of the target;  however analysis of the expectations of all stakeholders is not clear.The format is suitable to the information presented.The MOV fails to cover any of the specified project requirements.Provides  a list of resources associated with the project – including reference  to people, technology, and facilities and associated costs
(10 Marks)A comprehensive list of resources, demonstrating in-depth analysis of the project’s needs.A list of all resources required for the project; demonstrating analysis of the project’s needs. A list which identifies most of the resources required for the project; some evidence of analysis of project needs.Some key resources are correctly identified and documented. Key resources have not been identified. Produces a Scope Management Plan (SCM).
(10 Marks)Consistent application of industry standard language and formatting.Well written with some demonstration of industry standard language and formatting.Well written with demonstration of academic standard language and formatting. Well written but lacks acceptable formatting.Writing is not of an acceptable standard.Utilising MS Project -evidences the processes involved with a WBS, including budget.
(15 Marks)Demonstrates  high level project management skills, integrating and applying project  management tools in meaningful and purposeful ways towards completion of  WBS design, correctly and comprehensively addressing all project  requirements.Demonstrates competent management  skills, applying project management tools in meaningful and purposeful  ways towards completion of the WBS design, correctly addresses the all  project requirements. Demonstrates essential  management skills, applying project management tools in meaningful and  purposeful ways towards completion of the WBS design. Essential project  requirements addressed. Demonstrates minimal  management skills and needs some improvement in applying project  management tools in meaningful and purposeful ways towards completion of  WBS. Not all project requirements are clearly addressed. The WBS design fails to correctly address one or more essential project requirements. Provides  a project risk analysis and plan using the risk identification  framework as a basis for discussing alternate strategies for the  management of such risks.
(15 Marks)All steps  in project risk analysis and alternate strategies are comprehensively  discussed and presented in the context of the project, with evidence of  thorough consideration of the framework to validate the alternatives.All  steps in project risk analysis and alternate strategies are clearly  discussed and presented in the context of the project, with reference to  the framework to validate the alternatives.Evidence  that key steps in project risk analysis and alternate strategies are  discussed and presented in the context of the project, with some  linkages back to the framework to validate the alternatives. Key  steps in project risk analysis and alternate strategies are accurately  presented. Minimal reference to framework in the discussion presented. One or more key steps in project risk analysis and alternate strategies are not presented. Produces  a quality management plan which includes a statement about the team’s  philosophy and verification and validation activities.
(15 Marks)All required project steps are correctly identified and appropriately contextualised for the selected project. All required project steps are correctly identified and are applied to the selected project with some contextualisation. All required project steps are correctly identified and are applied to the selected project. Most required project steps are correctly identified and applied to the selected project. Multiple project steps are missing or not applied to the selected project. A closure checklist is produced alongside the development of a project evaluation.
(10 marks)The  closure checklist is detailed, and has been used accurately to close  the project. The evaluation has been professionally documented.The closure checklist is detailed, and has been used accurately to close the project. The evaluation has been well documented.The closure checklist has been used appropriately to close the project, and the evaluation has been adequately documented.The closure checklist has been used to close the project, and the evaluation has been addressed.The closure checklist has not been addressed adequately, and the evaluation is lacking detail.Referencing of sources (APA 6th ed citation) to reinforce findings.
(10 marks)All written evidence is professionally communicated using correct referencing.All written evidence is good with appropriate referencing Generally well organised but more support  is required in terms of referencing.Content is loosely connected, and referencing is not always effective. Content is poorly organised and there is a lack of referencing.

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