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Technology introduction of EPM
Step 1: Configuration "Easy"
Step 2: Configuration "Basic"
Step 3: Configuration "Professional"
Step 4: Configuration "Full"

Project charter

Project charter documents the business needs, current understanding of the needs of the customer, as well as a new product, service, or result that is planned to create.

PMBOK (172 p.)

General information

Project name  
Start date  
The planned date of completion  
Project manager  
Customer  
  • Name of the project - Name of the project, which will subsequently appear in the project documentation and reporting documents
  • Start date - Project start date
  • Planned end date is the date when it is planned to receive all the products of the project. Based on this date, the deadline for the project is set.
  • Project Manager - surname is the name of the project manager.
  • Customer- is the company name of the project customer.

Project participants

In this paragraph all interested stakeholders of the project (stakeholders) participating in the project are indicated. If they are much desired to group them, the name of the group and its participation should be determined by general corporate documents.

Group Stakeholders Name , Surname
     
     

Purpose and products of the project

Purpose of the project: describe the purpose of participation in the project for the company. The list of goals for which this project is directed. Specify the goals, the achievement of which will meet the need / solve the problems of the potential customer.

Products:

Product groups Project Products Time limits Limit on costs Product Description
         
         

To fill this section, you need to break down the final result of the project into several intermediate results and highlight the project steps necessary to achieve the indicated results.
In case of further subdivision of intermediate results, the stages can be divided into sub-stages.
If the result of one stage is necessary to implement another stage, then such steps can only be executed sequentially. Otherwise, the steps can be executed in parallel, independently of each other.
Identify both the stages of the project, and their results, subject to acceptance at its completion (documents, organizational charts, products, models, etc.).
The result of filling this field is made in the following form: Name of the stage - Result.

The criteria for assessing the success / effectiveness of the project in relation to the classification are indicated. The following types of criteria are distinguished:

  • key performance indicators - key performance indicators adopted by the company, to the change in the values of which will result in implementation of the solution;
  • expected characteristics of the result of the project - the characteristics of the solution being developed;
  • degree of problem solving - problems that partially or completely allow to solve the implemented solution;
  • degree of satisfaction of the Customer's needs - Customer's needs that will satisfy the implemented solution;
  • compliance with the main parameters of the project - quality, timing, resources.

Подробнее в материале "Определение целей, результатов и продуктов проекта".

Top-level tasks

Top-level tasks can be taken from the project schedule by selecting level 1. The presence of corporate templates of project schedules greatly simplifies the planning and coordination process. More details in the material "Scheduling of terms".

Task name

Timing

Expenses

 

 

 

 

 

 

The scope of the project includes work on the design, implementation and implementation of logically completed and interrelated functional units and project product components and is defined in four angles:

  • The functional volume determines the functional characteristics of the product being introduced. The decision to use this or that functionality of the product is dictated by the business processes of the enterprise, where the results of the project are implemented.
  • Organizational volume, which is determined by the business units - organizational units (departments, specific jobs) within these units, covered by the implementation of the product.
  • Technical volume, which is determined by the requirement of the normal functioning of the project product in a given functional and organizational scope.
  • Another volume, which is determined by the requirements for interaction with other products in the enterprise or other requirements that are not part of the functional, organizational and technical volumes.

Project risks

Examine the key risks of the project, the occurrence of which can lead to failure. The presence of a corporate register of risks in the company significantly simplifies the process of describing risks. More details in the material "Risk Initiation".

Name of risk event Probability Measures to prevent Measures to minimize negative consequences
       
       

The description of risks and measures for their prevention is indicated. The following types of risks are distinguished:

  • risks of the project participants - risks associated with the fulfillment by participants of their obligations under the project, with the emergence of new participants;
  • commercial risks - the risks associated with the implementation of the product (obtaining the results of the project);
  • financial risks - risks associated with the financing of the project, the timing of its implementation and the return of funds invested;
  • Political risks - risks associated with political aspects;
  • legal risks - risks associated with legislation and execution of legal documents;
  • environmental risks - environmental risks;
  • technical risks - risks associated with technologies, competencies, materials and technology;
  • other - the risks associated with the implementation of other projects (indicated in accordance with the obstacles to the company's projects).

This document is developed within the framework of practical training «Development of the project schedule»


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