PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docx

PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:

Project Sponsor:

Project Manager:

Email Address:

Phone Number:

Organizational Unit:

Process Impacted:

Expected Start Date:

Expected Completion Date:

Expected Savings:

Estimated Costs:

Green Belts Assigned:

Black Belts Assigned:


PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:

Purpose of Project:

Business Case:

Goals/Metrics:

Expected Deliverables:


PROJECT SCOPE & SCHEDULE
Within Scope

Outside of Scope


PROJECT RESOURCES & COSTS
Project Team

Support Resources

Special Needs


PROJECT BENEFITS & CUSTOMERS
Process Owner

Key Stakeholders

Final Customers

Expected Benefits


PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:

Constraints:

Assumptions:




DISCLAIMER

Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the website or the information, articles, templates, or related graphics contained on the website. Any reliance you place on such information is therefore strictly at your own risk.




Test for Understanding Study Guide
PSYC 3003 Week 6

This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7.
This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor will not provideyou with the answers to the study guide.


Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed sampling methods involves this approach?
4. Be able to identify examples of methodology that involves the use of behavioral categories.
5. Be able to distinguish among the differences, and identify examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted?
7. What is a ...

1. PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:

Project Sponsor:

Project Manager:

Email Address:

Phone Number:

Organizational Unit:

Process Impacted:

Expected Start Date:

Expected Completion Date:

Expected Savings:

Estimated Costs:

Green Belts Assigned:

Black Belts Assigned:


PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:

Purpose of Project:

2. Business Case:

Goals/Metrics:

Expected Deliverables:


PROJECT SCOPE & SCHEDULE
Within Scope

Outside of Scope


PROJECT RESOURCES & COSTS
Project Team

Support Resources

Special Needs


PROJECT BENEFITS & CUSTOMERS
Process Owner

Key Stakeholders

Final Customers

Expected Benefits


PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:

Constraints:

3. Assumptions:




DISCLAIMER

Any articles, templates, or information provided by Smartsheet
on the website are for reference only. While we strive to keep
the information up to date and correct, we make no
representations or warranties of any kind, express or implied,
about the completeness, accuracy, reliability, suitability, or
availability with respect to the website or the information,
articles, templates, or related graphics contained on the website.
Any reliance you place on such information is therefore strictly
at your own risk.




Test for Understanding Study Guide
PSYC 3003 Week 6

This test contains 45 items with a time limit of 60 minutes.
Because there is not a written Application Assignment covering
quasi-experimental designs this week, approximately 2/3 of the
test items are drawn from Chapter 14, and 1/3 are drawn from
Chapter 7.
This study guide is available to help you organize your focus
and preparation as you prepare to take the Test for
Understanding on the content presented in the Learning
Resources assigned for this week. Read the assigned chapters
and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the
courseto assist you in your achievement of a better
understanding of the course content; however, the Instructor

4. will not provideyou with the answers to the study guide.


Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following
naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are
conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed
sampling methods involves this approach?
4. Be able to identify examples of methodology that involves
the use of behavioral categories.
5. Be able to distinguish among the differences, and identify
examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting
naturalistic observation data? How is interrater reliability
conducted?
7. What is a content analysis? Which method(s) utilize this
approach?
8. What are some ways to reduce observer bias in observational
research?
9. What are the possible ethical concerns with researchers
hiding their identity while conducting naturalistic methods?

5. Chapter 14 – Quasi-Experimental Research Designs

1. Know howquasi-experimental research is both alike and
different from true experimental research methods.
2. Know how quasi-experimental research is both alike and
different from correlational research.
3. Be able to identify the strengths and limitations of quasi-
experimental designs.
4. Be a able to distinguish among, and identify examples of, the
various types of quasi-experimental designs, including:
a. Participant variable
b. Single-participant
c. Single-group
d. Single-group before-after
e. Comparison-group
f. Comparison-group before-after
g. Reversal
h. Time-series
i. Longitudinal
j. Cross-sectional
k. Program evaluation
5. Be able to distinguish among, and identify examples of, the
various threats to the validity of quasi-experimental designs
listed above such as:
a. Attrition
b. Maturation
c. Selection
d. History
e. Retesting
6. Know which threats to validity (listed above) are associated
with each of the different quasi-experimental designs.
7. Be familiar with the kinds of statistical analyses that are used
to evaluate quasi-experimental research.
8. Know what is meant when there is a regression to the mean?
Why could this potentially be a problem?

6. © Laureate Education 2015 1



Project Management in Practice
Sixth Edition

Copyright © 2016 John Wiley & Sons, Inc.

Chapter 3

Project Planning

Dr. Iman Nosoohi



3-2

What are the reasons of project failure?



3-3

Our Objectives Today!

qProject plan, Project charter
qWork Breakdown Structure (WBS)
qOrganization Breakdown Structure (OBS)
qResponsibility Assignment Matrix (RAM)
qRACI Matrix



3-4

7. Project Plan

• Primary function of a project plan is to
serve as a roadmap

• Should include the business case, financial
benefits, and strategic reasons for the
project

• Should contain sufficient information to
know the status of the project at any time

• Also needs the project’s history to date



3-5

Elements of a Proper Project Plan

• The process for managing change
• A plan for communicating with and

managing stakeholders
• Specifying the process for setting key

characteristics of the project deliverable
• Establishing the cost baseline for the project

and developing a plan to manage project
costs



3-6

8. Elements of a Proper Project Plan
continued

• Developing a plan for managing the human
resources assigned to the project

• Developing a plan for continuously
monitoring and improving project work
processes

• Developing guidelines for procuring project
materials and resources



3-7

Elements of a Proper Project Plan
continued

• Defining the project’s scope and
establishing practices to manage the
project’s scope

• Developing the Work Breakdown Structure
• Developing practices to manage the quality

of the project deliverables
• Defining how project requirements will be

managed



3-8

9. Elements of a Proper Project Plan
concluded

• Establishing practices for managing risk
• Establishing the schedule baseline and

developing a plan to manage the project’s
schedule



3-9

Project Charter

A project charter is a formal, typically short
document that describes your project in its
entirety — including what the objectives are,
how it will be carried out, and who the
stakeholders are.



3-10

Categories of Elements to Include in
Project Charter

• The business need for the project
• The assumptions underlying the project
• Key constraints
• Customer requirements
• Identification of high-level risks
• Key project milestones
• A high-level budget

10. • A list of key stakeholders
• The PM assigned to the project
• The boundaries of the project



3-11



3-12

Examples for Project Charters



3-13



3-14



3-15



3-16



3-17

11. 3-18

The Planning Process-Overview
1. Develop and evaluate the concept of the project
2. Carefully identify what project deliverables must

have to be successful
3. Create a system
4. Test the prototype
5. Integrate the deliverable into target system
6. Validate the deliverable
7. Let client test it
8. Make sure client understands operating and

maintenance requirements



3-19

The Planning Process-Nuts and
Bolts

• Once approved, project should have a launch
meeting

• New project manager should review project
objectives

1. Make sure they understand
2. Identify important senior managers
3. Determine if anything is atypical

• Senior manager introduces project to group
– Project manager chairs launch meeting

12. 3-20



3-21

Results of the Launch Meeting

1. The project’s scope is understood
2. Various functional managers understand

their responsibilities and have committed
to develop an initial task and resource plan

3. Any potential benefits to the organization
outside the scope are noted



3-22

Any Questions?



3-23

Sorting Out the Project-The Work
Breakdown Structure (WBS)

• Inadequate up-front planning is a primary
contributor to the failure of a project

• A primary purpose of the WBS is to ensure

13. that no task is overlooked

• Every task, no matter how small, should be
listed
– Along with material and human resources

• This is a non-trivial task



3-24

More on WBS Design



3-25

An Introduction to WBS

– Over the years, it was determined that project managers
needed a tool to help capture and control their project
scope.

– This led to the development of a Work Breakdown
Structure (WBS).

– The WBS is the most important item in defining and
controlling the project scope.



3-26

What is a WBS?

14. • The Work Breakdown Structure (WBS) is a
tool that defines a project and groups the
project’s discrete work elements in a way
that helps organize and define the total work
scope of the project.

• A WBS element may be a product, data, a
service, or any combination.



3-27

• The WBS is a dynamic tool and can be
revised and updated as needed by the
project manager.

What is a WBS?



3-28

Why WBS is needed?
Not all projects have a WBS, and it is true that

some of these projects have been successful. So
why is a WBS needed?

The WBS:
q Provides a framework for organizing and managing the
approved project

scope.
q Helps ensure you have defined all the work that makes up the
project

15. q Provides a framework for planning and controlling cost and
schedule

information
q It’s better to be deliberate about planning than rely on luck!



3-29

The first three levels of WBS:

qLevel 1 contains only the project end
objective.

qLevel 2 contains the major product segments
or subsections of the end objective.

qLevel 3 contains definable components,
subsystems or subsets, of the Level 2 major
segments.



3-30

Developing a WBS (1/4)

1.Identify final project products necessary for
achieving project success.
The WBS should assist the project manager

in developing a clear vision of the end
product.
• You need to answer the following question:

16. – What must be delivered to achieve project success?



3-31

Developing a WBS (2/4)

2.Identify the major deliverables necessary for
project success.

– These are items that by themselves do not satisfy the project
need but combined make up a successful project.

– Example: design, production, acceptance test completion,
delivery.



3-32

Developing a WBS (3/4)

3.Incorporate additional levels of detail until
management requirements for managing and
controlling the project are met.

– Remember that each project is different, thus each WBS will
be
different.

– WBS’s from previous projects can be used as templates, but
remember that the management philosophy and the level of
details may be different from project to project

17. 3-33

Developing a WBS (4/4)

4. Review and refine the WBS until the
stakeholders agree with the level of project
planning and reporting.



3-34

WBS Examples



3-35



3-36



3-37



3-38



3-39

18. 3-40



3-41

1 ACME Housing Corporation
1.1 New Home Construction

1.1.1 Concrete
1.1.1.1 Pour Foundation
1.1.1.2 Install Patio
1.1.1.3 Pour Stairway

1.1.2 Framing
1.1.2.1 Frame Exterior Walls
1.1.2.2 Frame Interior Walls

1.1.2.3 Install Roofing Trusses

1.1.3 Plumbing
1.1.3.1 Install Water Lines
1.1.3.2 Install Gas Lines
1.1.3.3 Install B/K Fixtures

1.1.4 Electrical
1.1.4.1 Install Wiring
1.1.4.2 Install Outlets/Switches

1.1.4.3 Install Fixtures
1.1.5 Interior

1.1.5.1 Install Drywall
1.1.5.2 Install Carpets
1.1.5.3 Install Painting

19. 1.1.6 Roofing
1.1.6.1 Install Felt
1.1.6.2 Install Shingles
1.1.6.3 Install Vents



3-42

A Sample (Partial) WBS

Figure 3-1



3-43

Notes on WBS
• Microsoft Project (MSP) will make a WBS list at the touch

of a key
– But not a tree-chart

• At any given level, the “generality” or “degree of detail” of
the tasks should be roughly at the same level

• The breakdown of level 1 tasks should be delegated to
someone who will carry out the level 2 tasks

• The job of planning should be delegated to the lowest
competent level



3-44

20. Extensions of the Everyday WBS

• WBS generally oriented towards deliverables
• Can be reshaped with some additional data often

not included in the WBS
1. Estimates of resources for each task
2. Estimates of the time for each task
3. Who has responsibility for each task
4. Sequence information for each task

• Increases it orientation toward planning and
administration



3-45

Organization Breakdown
Structure (OBS)



3-46

Organization Breakdown
Structure (OBS)

qNow that our WBS is developed, the appropriate
resources and responsibilities need to assigned.

qThe first step in doing this is developing the
Organizational Breakdown Structure (OBS) for the
project.

21. qThe OBS indicates the organizational relationships
and is used as the framework for assigning work
responsibilities.



3-47

• Although a WBS can be depicted so as to
look like an organizational chart, it is not an
organizational chart.

• Remember the WBS defines a project and
groups the project elements for managing a
project.

• An organizational chart describes the
project team that will accomplish the
project.

WBS is different from OBS…



3-48

qIn the following is an example of the OBS
for the ACME house building project.

qThe OBS is structured by Responsible
Department and then by Performing
Department at the lowest level.

Organization Breakdown
Structure (OBS)

22. 3-49

CONCRETE

PERF DEPT 6010

M. Manning

MASONRY

PERF DEPT 6020

T. Greams

TEST

PERF DEPT 6030

K. Neumann

CIVIL

RESP DEPT

R. Kelly

CARPENTRY

PERF DEPT 5010

R. Sites

ROOFING

23. PERF DEPT 5020

Y. Taylor

DRYWALL

PERF DEPT 5030

D. Smith

STRUCTURAL

RESP DEPT

P. Tate

PERF DEPT 4010

S. Johnson

HOOKUP/TIE-IN

PERF DEPT 4020

P. Ottis

ELECTICAL

RESP DEPT

J. Sims

WATER/SEWER

PERF DEPT 3010

24. K. Wells

GAS

PERF DEPT 3020

R. Oriely

PLUMBING

RESP DEPT

R. Lee

PROJECT OFFICE

RESP DEPT

B. Smithers

WIRING



3-50

WBS+OBS=RAM
(Responsibility Assignment Matrix)
qWith the relationships and responsibilities

defined, the next step is to merge the WBS
and OBS.

qMerging the WBS and OBS, the project
manager creates a Responsibility
Assignment Matrix (RAM).

25. qThe RAM displays the lowest level of both
the WBS and the OBS.



3-51

Responsibility Assignment
Matrix (RAM)

Responsibility
Assignment Matrix

Responsibility
Assignment Matrix

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3-52

RAM

Performing Dept. Manager

Pour
Foundation

1.1.1.1
Install Patio

1.1.1.2

Pour
Stairway
1.1.1.3

47. Frame
Exterior
Walls

1.1.2.1

Frame
Interior
Walls

1.1.2.2

Install
Roofing
Trusse
1.1.2.3

Install
Water
Lines

1.1.3.1

Install Gas
Lines

1.1.3.2

Install B/K
Fixtures
1.1.3.3

CONCRETE
DEPT 6010 Manning X X X
MASONRY

48. DEPT 6020 Greams X
TEST
DEPT 6030 Neumann X X X
CARPENTRY
DEPT 5010 Sites X X X
ROOFING
DEPT 5020 Taylor X
DRYWALL
DEPT 5030 Smith X
WIRING
DEPT 4010 Johnson
HOOKUP/TIE-IN
DEPT 4020 Ottis
WATER/SEWER
DEPT 3010 Wells X X
GAS
DEPT 3020 Oriely X X

1.1.3
PLUMBINGCONCRETE

1.1.1
FRAMING

1.1.2



3-53

RAM (with hours/dollars)

Performing Dept. Manager

Pour
Foundation

49. 1.1.1.1
Install Patio

1.1.1.2

Pour
Stairway
1.1.1.3

Frame
Exterior
Walls

1.1.2.1

Frame
Interior
Walls

1.1.2.2

Install
Roofing
Trusse
1.1.2.3

Install
Water
Lines

1.1.3.1

Install Gas
Lines

50. 1.1.3.2

Install B/K
Fixtures
1.1.3.3

CONCRETE
DEPT 6010 Manning 200 125 85
MASONRY
DEPT 6020 Greams 50
TEST
DEPT 6030 Neumann 20 10 5
CARPENTRY
DEPT 5010 Sites 300 250 175
ROOFING
DEPT 5020 Taylor 100
DRYWALL
DEPT 5030 Smith 275
WIRING
DEPT 4010 Johnson
HOOKUP/TIE-IN
DEPT 4020 Ottis
WATER/SEWER
DEPT 3010 Wells 100 15
GAS
DEPT 3020 Oriely 125 25

1.1.3
PLUMBINGCONCRETE

1.1.1
FRAMING

1.1.2

51. 3-54

SUCCESS CRITERIA (1/2):

• WBS Dictionary is a narrative description
of the lowest level for each WBS element

• The key to a good WBS and WBS
Dictionary is the engagement of project
team members to comprehensively identify
and discuss activities for the project.



3-55

SUCCESS CRITERIA (2/2):

• A Project Manager must ensure that all the
work that needs to be accomplished for the
project is contained within the WBS
Dictionary and is understood by team
members.

• All work should have clearly defined duration,
resources, dependencies, and level of effort.



3-56

More on the Work Breakdown
Structure and Other Aids

• RACI Matrix is a table

52. • Project tasks derived from the WBS listed

in rows and departments and individuals in
the columns

• Helps organize the project team



3-57

The RACI Matrix

Figure 3-5



3-60

The Design Structure Matrix
• The Design Structure Matrix (DSM) can address

the issue of information flow as well as
precedence relationships of tasks



3-61

Example DSM for Project with
Six Activities



3-62

53. Agile Project Management

• Lean management techniques applied to
project management to lower costs, improve
project outcomes, and reduce project
completion times

• Projects completed in stages of 1 to 4 weeks



3-63

Comparison of Agile Project Management
and Traditional Waterfall Approach



3-64

Benefits of Agile Project
Management

• Better project outcomes
• Increased customer satisfaction
• Improve morale of project team members
• Increased collaboration and project

visibility



3-65

Copyright
Copyright © 2016 John Wiley & Sons, Inc.

54. All rights reserved. Reproduction or translation of this work
beyond that permitted in Section 117 of the 1976 United
States Copyright Act without express permission of the
copyright owner is unlawful. Request for further information
should be addressed to the Permissions Department, John
Wiley & Sons, Inc. The purchaser may make back-up copies
for his/her own use only and not for distribution or resale.
The Publisher assumes no responsibility for errors, omissions,
or damages, caused by the use of these programs or from the
use of the information herein.




Waftly
Towers
Rehabilitation
–
Project
Charter


©
Copyright
2009-­‐2011,
Calleam
Consulting
Ltd.

All
rights
reserved


Project

55. Charter
–
Waftly
Towers
Hotel
Rehabilitation



Date/version

:

1
Jun
2011
/
Version
1.0

Approved
by
:
Manuel
Iknno
–
CEO
and
Chairman,
Melbury
Investments
Ltd.

56. Background



Melbury
Investments
has
recently
acquired
the
Waftly
Towers
property
at
16
Elwood
Avenue,
Torquay.


An
existing
hotel,
the
property
is
currently
in
poor
state
of
repair
and
due
to
poor

57. management
has
an

attained
a
reputation
for
poor
service,
both
within
the
local
community
and
with
its
guests.


Waftly

Towers
is
Melbury
Investment’s
first
hotel
acquisition
and
the
property
is
to
become

58. the
flagship
in
a

chain
of
Melbury
Hotels
that
Melbury
plans
on
developing
over
the
next
five
years.

Melbury
Hotels
are

to
be
positioned
towards
the
upper
end
of
the
hotel
market
and

59. marketed
as
medium
sized
hotels
in

which
personal
service
is
a
central
theme.



As
a
first
step
in
that
longer
term
strategy
the
Waftly
Towers
rehabilitation
project
will
be
undertaken
in

60. order
to
rehabilitate
and
reopen
the
property
using
the
Melbury
Hotel
brand.

As
well
as
returning
the

Waftly
Towers
property
to
profitability,
the
Waftly
Towers
rehabilitation
project
will
provide
a
platform

for
the

61. subsequent
launch
of
the
Melbury
Hotel
chain.




High
level
Project
Approach



The
project
will
be
divided
into
two
phases;




1. Renovation
and
construction
(estimated
to
be

62. 9
months
in
duration)

2. Re-­‐opening
and
business
rehabilitation
(to
take
12
months
following
reopening)




Twelve
months
after
reopening
the
hotel
will
be
deemed
fully
operational
and
the
project
will
be
closed.

63. Business
Goals



Melbury’s
overall
business
objectives
for
the
Waftly
Towers
project
are
as
follows;




1. Restore
the
property
to
profitability

2. Disassociate
the
hotel
from
its

64. previously
tarnished
image

3. Restore
the
reputation
of
the
property
within
the
local
community

4. Restore
the
reputation
of
the
property
in
the
eyes
of
the
major
sales
channels

5. Provide
guests
with
a
welcoming
environment

65. that
provides
full
3
star
service

6. Create
a
dining
experience
that
is
open
to
the
public
and
viewed
as
one
of
the
finest
in
Torquay

7. Establish
the
hotel
as
the
preferred
location
in
Torquay

66. for
events
with
up
to
100
guests

8. Lay
the
foundation
for
the
creation
of
a
brand
image
for
a
chain
of
Melbury
Hotels


Robert� 09-3-9 2:24 PM

Robert� 09-3-9 2:50 PM

Robert� 09-3-9 2:51 PM

Robert� 09-3-9 3:22 PM

Robert� 09-3-9 2:29 PM

67. Robert� 09-3-9 2:22 PM

Robert� 09-3-9 3:49 PM

Robert� 09-3-9 2:42 PM

Comment: Document
is
dated
and
versioned
to

allow
different
versions
to
be
identified,
thereby

preventing
confusion
from
people
having
different

versions


Comment: Charter’s
should
be
approved
at

68. a
very

high
level
within
the
organization
to
ensure
the

project
team
will
have
sufficient
authorities
to

proceed
and
to
ensure
sufficient
support


Comment: Background
gives
the
overall
context

within
which

69. the
project
is
being
initiated.

It

identifies
the
event
that
triggered
the
project
(the

purchase
of
the
hotel),
the
current
state
(the
hotel

is
in
poor
shape)
and
the
longer
term
business

70. strategy
(to
develop
a
chain
of
hotels)


Comment: The
relationship
between
this

individual
project
(the
rehabilitation
of
Waftly

Towers)
and
Melbury
Investments
longer
term

strategy
is
established


Comment: Charter
provides

71. a
very
high
level
view

of
how
the
project
is
to
be
structured.

In
this
case

two
phases
are
to
be
used.



Comment: At
this
early
stage
in
the
project

72. wording
about
schedule
are
presented
as

“estimated”
rather
than
being
presented
as
“firm”

commitments.


Comment: The
point
at
which
the
project
will
be

closed
is
defined.


Comment: Given
that
Melbury
Investments

73. is
a

commercial
organization,
objectives
are
stated
in

business
terms
which
clearly
tie
to
the
desired

business
benefits,
such
as
making
money,

developing
a
market,
satisfying
customer
needs,

etc.

Note

74. the
logical
progression
from
the
strategy

outlined
in
the
Background
section
and
the
details

in
the
Business
Objectives
section.




Waftly
Towers
Rehabilitation
–
Project
Charter


©
Copyright
2009-­‐2011,

75. Calleam
Consulting
Ltd.

All
rights
reserved


Project
Objectives



The
objectives
for
the
project
are
as
follows;




1. Complete
renovation
of
the
property
and
grounds
as
per
the

76. approved
Architectural
blueprints

(version
3.6)


2. Hire
staff
and
bring
the
property
up
to
an
operational
level,

3. Reopen
the
hotel,

4. Manage
the
hotel
for
1
year
and
achieve
the
goals
defined
in

77. the
short
term
Key
Success


Indicators
(see
below),

5. The
hotel
is
to
be
open
for
business
by
end
the
first
day
of
Spring
2012.



Key
Success
Indicators

78. 1. Goals
to
be
achieved
within
first
year
of
opening

a. The
property
will
achieve
a
3
Star
Michelin
rating
for
both
the
accommodations
and
the


restaurant
within
the
first
year
of
reopening,

79. b. The
property
will
achieve
an
95%
satisfaction
rating
among
guests
completing
and


returning
the
guest
survey
forms,

c. The
property
will
reach
breakeven
on
a
monthly
basis,

d. Bookings
of
the
hotel’s
meeting
facilities

80. are
to
average
a
75%
utility
rate,

e. Occupancy
rates
will
be
maintained
at
85%
throughout
the
year.


2. Longer
term
goals

a. The
property
will
achieve
a
30%
gross
profit
margin
on
operational
expenses

81. and


income
within
2
years
of
opening


b. The
restaurant
will
achieve
a
top
3
place
in
the
annual
Torquay
Times
best
places
to
eat


survey
within
2
years
of
opening

82. c. The
returning
visitor
rate
(the
percentage
of
guests
who
have
stayed
at
the
property


previously)
will
be
30%
within
3
years
of
opening




Initial
Statement
of
Work

83. In
line
with
achieving
Melbury’s
business
objectives,
the
Waftly
Towers
property
is
to
be
rehabilitated.


At
a
high-­‐level
the
project
is
to
encompass
(subject
to
confirmation
during
detailed
planning);

84. 1. Physical
construction
and
renovation

a. Renovation
of
the
existing

30
room
property

b. Restoration
of
the
grounds
and
landscaping
of
the
gardens

c. Construction
of
a
new
east
wing
of
the
hotel,
consisting
of

85. 40
additional
rooms

d. Construction
of
an
enclosed,
heated
porch
to
allow
the
restaurant
capacity
to
be


increased
to
a
capacity
of
60
people


2. Business
development


a. Development
and
implementation
of

86. a
marketing
plan

b. Establishing
business
relationships
and
partnerships
with
appropriate
sales
channels
and


the
local
community

c. Creation
of
a
brand
image
that
will
become
the
foundation
for
future
Melbury
Hotels

87. R Goatham� 11-8-12 1:07 PM

Robert� 11-8-12 1:15 PM

Robert� 09-3-9 3:30 PM

Robert� 09-3-17 4:17 PM

Robert� 09-3-9 2:45 PM

Comment: To
ensure
the
context
for
subsequent

project
related
decision
making
is
set
and
to
provide

a
basis
for
tracking
progress
towards
those
goals,

88. both
short
and
long
term
goals
are
established
in

clearly
measurable
terms.



Comment: All
desired
outcomes
are
expressed
in

measurable
terms
(SMART
Objectives)


Comment: The
longer
term
goals
may
beyond
the

89. end
of
the
project
timeframe.

Ownership
of
these

longer
terms
objectives
would
remain
the

responsibility
of
the
Project
Sponsor
after
the

project
is
formally
closed.


Comment: Note
setting
of
expectations

90. by
list

information
as
“initial”
rather
than
implying
details

have
been
finalized.

As
the
Charter
comes
very

early
in
the
lifecycle
information
is
generally

presented
as
“subject
to
confirmation
during

91. detailed
planning)


Comment: Note
in
the
following
list
that
full

details
are
avoided.

Instead
the
list
focuses
on

establishing
the
“structural
level”
scope
of
the

project.

Full
details
will
follow

92. in
later
documents

such
as
the
“Scope
Statement”




Waftly
Towers
Rehabilitation
–
Project
Charter


©
Copyright
2009-­‐2011,
Calleam
Consulting
Ltd.

All
rights
reserved


3. Information
technology
acquisition

93. and
development

a. To
develop
a
website
with
online
reservations
capabilities

b. To
select
and
install
a
Property
Management
System
that
will
automate
billing,


accounting
and
back
office
functions

c. Addition
of
telecommunications
infrastructure

94. to
allow
high
speed
internet
access
for
all


new
and
existing
rooms

4. Staffing
of
the
hotel


a. Recruitment
of
an
experienced
Hotel
Manager
who
will
be
able
to
lead
the
hotel

95. operations
after
opening
and
provide
appropriate
guidance
in
commissioning
the
hotel


b. Retraining
of
existing
staff
so
that
they
can
work
to
within
the
standards
set
by
Melbury

c. Recruitment
and
training
of
staff
to

96. fulfil
the
needs
of
the
expanded
property


5. Commissioning
of
the
hotel

a. To
develop
appropriate
management
policies
and
procedures
for
all
aspects
of
the


administration
of
the
hotel
and
its
operations

97. b. Attainment
of
all
required
business
licenses
and
permits

c. Establishment
of
a
supply
chain
for
all
goods
and
services
needed
to
operate
the
hotel

d. To
stage
an
official
opening

e. To
perform
a
transition
of

98. the
hotel
from
the
project
team
to
the
care,
custody
and


control
of
the
Hotel
Manager
once
operational




Key
Personnel
and
Stakeholders




1. Melbury
Investments

a. Executive

99. Sponsor
–
Mr
Manuel
Iknno
–
CEO
and
Chairman,
Melbury
Investments

b. Project
Sponsor
–
Ms
Polly
Mansher
–
VP
Business
Development,
Melbury
Investments

c. Mrs
Pauline
Onzi
–
VP
Finance,
Melbury
Investments

d. Mr
Steven

100. Mooze
–
VP
Marketing,
Melbury
Investments


2. External
parties

a. Mr
Benjamin
There
–
Manager
Torquay
Tourist
Board

b. Ms
Sheila
Bismark
–
Director
Hotel
Sales,
On-­‐Line
Sales
Are
Us
ltd

c. Mr
Peter
Aperboy

101. –
Torquay
City
Planning
Department

d. Residents
of
14
and
18
Elwood
Avenue
(neighbouring
buildings)



Special
Considerations
and
Constraints




1. The
purchase
agreement
requires
all
existing
hotel
staff
to
be

102. retained
and
retrained
so
that

they
can
work
at
the
hotel
after
reopening


2. Three
elderly
guests
have
lived
in
the
hotel
on
a
full
time
basis
for
many
years,
Melbury
has

agreed

103. to
assist
these
guests
with
finding
alternative
accommodations


3. Waftly
Towers
is
a
grade
2
heritage
building
and
all
renovation
work
must
be
completed
within

the
constraints
of
the
applicable
laws


4. All

104. local
and
national
level
regulatory
and
building
code
requirements
are
to
be
satisfied

5. All
physical
redevelopment
work
is
to
be
completed
in
the
first
phase
of
the
project
so
that
the


hotel
can

105. be
reopened
without
guests
being
inconvenienced
by
ongoing
construction


6. All
work
is
to
be
completed
with
as
little
disruption
to
neighbouring
homes
as
possible



Robert� 09-3-9 3:33 PM

Robert� 09-3-9 3:33 PM

Robert� 09-3-9 2:36 PM

Robert� 09-3-9 3:12 PM

106. Comment: In
this
case
executive
responsibility
is

assigned
to
the
highest
level
of
the
organization.


This
would
help
give
sufficient
priority
to
the

project


Comment: The
Executive
Sponsor
would
assign

107. operational
responsibility
for
the
Sponsorship
role

to
a
senior
level
manager.

The
Project
Sponsor
will

be
accountable
for
the
project
objectives
and

oversee
the
work
of

the
Project
Manager
to
ensure

108. the
success
of
the
project


Comment: Stakeholders
include
external
parties

who
have
an
interest
in
or
would
be
affected
by
the

project
or
have
an
interest
in
the
project.

The
list

109. of

external
stakeholders
will
be
used
for
a
number
of

purposes
in
the
project,
including
providing
the

basis
for
developing
an
appropriate

communications
plan


Comment: Constraints
(as
with
all
other
sections

110. of
the
document)
are
specified
succinctly
and

clearly





Waftly
Towers
Rehabilitation
–
Project
Charter


©
Copyright
2009-­‐2011,
Calleam
Consulting
Ltd.

All
rights
reserved


Budget

111. Allocation



A
budget
of
$4
million
has
been
allocated
to
complete
phase
one
of
the
project.

An
additional
$400,000

is
allocated
as
a
budget
reserve
which
will
be
under
the
control

112. and
administration
of
Ms
P
Mansher

without
whose
direct
and
written
approval
contingency
money
can
neither
be
spent,
nor
committed.





A
further
$1M
is
allocated
to
support
the
development
of

113. the
business
during
phase
two
of
the
project.


The
$1M
phase
two
budget
allocation
is
allocated
to
the
control
of
Ms
P.
Mansher.

There
is
no

contingency
in
the
$1M
phase
two

114. budget
allocation
at
this
point.



Note
that
the
budget
for
the
project
will
not
be
finalized
until
the
project
planning
has
been
completed.




Assignment
of
Accountabilities
and
Authorities

115. Mrs
Chen
Wai
Fong
is
appointed
as
overall
Project
Manager
for
the
project.

Mrs
Chen
will
have
full

responsibility
for
project
coordination
and
delivery
up
to
the
point
of
opening
of
the

116. hotel.

Once
open,

responsibility
for
the
business
development
phase
of
the
project
will
be
assigned
to
the
Hotel
Manager.



Mrs
Chen
is
assigned
authority
to;




1. Plan
the

117. project
in
detail
and
following
approval
from
the
Project
Sponsor,
execute
the
plan

2. Interact
with
local
government
to
identify
and
secure
grants
that
the
project
may
be
eligible
for

3. Solicit
bids
from
appropriate
contractors

118. and
professionals
needed
to
complete
the
project


4. Solicit
bids
for
fixtures
and
furnishings


5. Initiate
the
process
of
identifying
and
recruiting
a
Hotel
Manager

6. Approve
budget
allocations
and
spending
up
to
$50K

119. per
invoice
line
item




VP
Finance
is
authorized
to




1. Allocate
$4M
of
Melbury
Investments
capital
funds
to
an
account
to
cover
the
project



The
Project

120. Sponsor
shall
be
responsible
for




1. Entering
into
contracts
with
external
parties
for
the
provision
of
goods
and
services

2. Approving
the
overall
project
budget

3. Approving
invoices
over
$50K

4. Approving
all

121. change
requests
to
the
project



Priorities



The
spring
opening
date
is
considered
vitally
important
to
the
success
of
the
project
due
to
the
need
to

be
operational
in
time

122. for
the
busy
summer
period.

As
such,
during
the
project’s
first
phase
primary

consideration
is
to
be
given
to
meeting
the
required
time
deadlines.

The
project
team
will
work
to

maintain
overall

123. project
spending
to
within
the
budget
allocation
and
the
scope
of
work
and
grade
of

finishing
should
be
adjusted
to
maintain
spending
to
within
the
budget
allocation.

All
such
adjustments

to
the
agreed

124. plan
are
to
be
made
following
discussion
and
approval
by
the
steering
committee.


Robert� 09-3-9 3:36 PM

Robert� 09-3-9 4:06 PM

Robert� 09-3-9 3:21 PM

Robert� 09-3-9 3:21 PM

Robert� 09-3-17 4:18 PM

Robert� 09-3-9 3:49 PM

Robert� 09-3-9 3:54 PM

Robert� 09-3-9 3:54 PM

Robert� 09-3-9 4:10 PM

Robert� 09-3-9 4:10 PM

Robert� 09-3-9 3:38 PM

125. Robert� 09-3-9 4:04 PM

Comment: Budget
figure
is
clearly
established


Comment: Note
that
at
this
point
the
budget

represents
an
“allocation”
and
may
be
subject
to

change
once
later
planning
is
complete.

Although

126. putting
the
budget
allocation
in
the
Charter
is

common
practice,
it
represents
a
significant

problem
for
Project
Managers
because
at
this
point

only
a
very
high
level
picture
of
the
project
is

127. available.

Project
Managers
need
to
be
careful
to

avoid
committing
to
firm
budgets
and
schedules

before
proper
planning
has
been
completed.

Even

once
full
planning
has
been
completed
making
firm

128. commitments
may
be
difficult.

See
later
section

titled
“Priorities”
below
to
see
one
example
of
how

the
Project
Manager
may
provide
a
mechanism
that

will
allow
them
to
meet
their
budget
commitment.

129. Comment: The
size
of
the
contingency
is
clearly

established


Comment: Ownership
of
the
contingency
is

clearly
established


Comment: Again
Charter
acknowledges
that

adjustments
to
the
budget
may
be
required
as

130. planning
proceeds.

Again
use
of
language
helps
set

expectations.


Comment: To
ensure
continuity
in
achieving
the

stated
business
objectives,
the
transition
from
the

Project
Manager
to
the
operational
team
is

131. established.


Comment: Note
focus
on
specifically
allocating

authorities
for
activities
that
involve
interacting

with
external
parties


Comment: Note
limits
on
spending
authorities

are
established


Comment: Responsibility
for
entering
into

132. contracts
is
established


Comment: Responsibility
for
approving
change

requests
is
assigned


Comment: Charter
establishes
the
priorities

which
again
will
set
the
context
within
which

subsequent
project
related
decision
making
will

133. take
place.


Comment: Note
in
this
sample
the
charter

provides
two
ways
for
the
Project
Team
to
make

adjustments
in
order
to
keep
the
project
on
budget.


They
could
adjust

134. the
scope,
or
they
could
use

lower
grade
fixtures
and
furnishings
to
bring
the

project
in
on
budget.

Other
projects
may
make

other
arrangements.



... [1]



Waftly

135. Towers
Rehabilitation
–
Project
Charter


©
Copyright
2009-­‐2011,
Calleam
Consulting
Ltd.

All
rights
reserved



Reference
Documents



For
additional
supporting
documentation
please
read;




1. Waftly

136. Towers
-­‐
Melbury
Investments
purchase
agreement
version
1.3

2. Melbury
Investments
market
research
(Torquay)
version
2.1

3. Waftly
Towers
Business
Case
&
Risk
Assessment
version
1.8

4. Waftly
Towers
East
wing
extension
approved
architectural
drawings
version

137. 3.6


Robert� 09-3-9 3:16 PM
Comment: Rather
than
repeating
information
or

providing
too
much
detail,
reference
is
made
to
the

supporting
documentation