Transcripts
1. WHAT YOU WILL COVER: Having a project
idea is one thing. Getting it executed. Well, that can be
an uphill battle. And even after developing
a business case which is going to show the
benefits of the project, any risks involved and how
they can be mitigated. Timescales for completing
the project and the roles and
responsibilities involved. You still have to
secure the agreement of key project stakeholders
and sponsors. Hello, Are most as a teacher,
right, your Skillshare. And I teach on aspects around business, law
and development. In this course, you're going to learn how to write
a project charter. Before you start typing,
you need to understand that a predicts chatter
is actually designed to secure the agreement
of project stakeholders. That means you will also
learn about dealing with stakeholders and
project sponsors, since this is all about
learning by doing, okay. But the end of this course, you will be in a position
to actually write a project charter for
a mobile application designed for purchasing
merchandise. So let's get started.
2. INITIATION PHASE OF THE PROJECT AND THE PROJECT CHARTER: What normally happens
when a project is, the initiation phase is the business problem or
opportunity is identified. A solution is defined, a project is formed, and a project team is
appointed to build and deliver the solution
to the customer. An example here
could be a business deciding to launch a new
product in the market. How do they go about
creating awareness in a manner that is timely
within the budget? And that's partly defined
specification or Objectives, assuming they have a solution, let's say social media, a combination of written
pictures and videos. They will then have
to form a team to build and deliver
all these results. What you must not then
as a project manager, is that when a
project is selected, you start to collect information to write the project charter. Now the question is, what
exactly is a project charter? The project charter is
a document issued by the predict initiator or
sponsor that formally authorizes the existence
of a project and provides the project manager with
the authority to apply organizational resources
to project activities. Now we will look at one later. As you go along with the videos, the predict chatter is used to capture the purpose
of the project. That is, the objectives. Key requirements,
major milestones, resources required, major
risks, and key stakeholders. What I'm simply saying
is that you should not just initiate projects out of whim without
consideration because doing that is actually going
to be very disastrous. Remember, when it
comes to projects, they are, There's a
triple constraint, okay? There is a cost that is the, basically the cost of
doing the project. There is a time within which the project is supposed to be done and then whatever
it is to be achieved, the scope of the project. And I'm playing
around with this. Going to affect another one. I mean, if you want a
predictive be done faster, you are probably
going to end color of cost if you want
the project to, the college to be high. The issue of time, how
much is the timeframe? Okay. What are the how long
is the timeframe? So that is the reason why
you just can't initiate projects out of nowhere because
that is just going to be, this is going to be disastrous. A project, create something
which could be a product, a result, or a service. That is a reason why
all your project ideas need to make business sense. And that is the reason also why you need to have
a business case. We need to have a
business case before you even decide on what project. You're going to do. Another before the
project is approved, a business case is created to define the problem
or opportunity in detail and identify a preferred solution
for implementation. The business case includes a detailed description
of the problem or opportunity with headings
such as introduction, business objectives, problem or opportunity statement,
assumptions and constraints. Which also contains a list
of the alternative solutions available on analysis of
the business benefit, cost, risk and issues, a description of the
preferred solution, main project requirements, and a summarized plan
for implementation that includes a schedule and
financial analysis. We are talking about
a business case that is something
that is done to actually justify the business or rather to justify
the project. So think of it this way. Let's say somebody approaches you and they have
three project ideas. How do you select which of
those three do you check? The answer will depend on which project makes business
sense as the business case, by understanding the purpose and objectives of the project. As a project manager,
you can begin to outline the work required and the resources
required to accomplish the stated objective
or the results. Now antique
understand one thing. A project charter is
not a detailed plan, it's just a high-level
description of the project that is intended
to secure cooperation. First of all, it shows the stakeholders what
is going to be done, or rather what is
going to be achieved and what is required,
among other things. And that helps them to, that helps the
project manager and the project sponsor
to have a WayForward. As we walk through
the planning phase, we begin to articulate more and more details
as to how the project will unfold and how it will be managed to meet the
project objectives. Scope, budget, and timeline, which is the same as peeling
away the layers of an onion. So that is a thing about
the project initiation. See you in the next video.
3. WHO ARE PROJECT STAKEHOLDERS?: Assuming you're
tasked with managing a project to add
lens to a highway, likely to be the stakeholders
in such a project. Basically, who are
the people likely to gain or lose as a
result of such project. A project is considered a success if it meets
its objectives and exceeds the needs or expectations of the
project stakeholders. Stakeholders are
individuals who either care about or have a vested
interests in your project. They are the people who are actively involved
in the work of the project and
have something to gain or lose as a
result of the project. So let's go back to
the initial example. When you manage a project
to add lens to highway, motorists are stakeholders
who are positively affected. However, you negatively affect
residents who live near the highway during your project with the
construction noise. And later when the
project is done, they will still be
affected by traffic noise. And that means don't
think of stakeholders as people who are just positively affected
by the project, okay? So stakeholders can
also be negatively, can also be people
who are negatively affected by the project. In short, a stakeholder
is a person or any person that can be affected or can
affect the project. In most cases,
stakeholders can be the people of the project team, the people financing or sponsoring the project
and the customers. But as the project grows, as the predicted becomes bigger, then also your stakeholders
are going to increase. Which means as a
project manager, your job is to know
where exactly are the stakeholders and or do
they expect from that project, key stakeholders can make or break the success of a project. Even if all the
deliverables are met, the objectives are satisfied. If your key stakeholders are
not happy, nobody is happy. So it is your job to
capture the expectation and the requirements of all stakeholders in a
project charter. And by all stakeholders, I mean all relevant stakeholders, okay? Whatever they want
that should be reflected in the
project charter. See you in the next video.
4. DISCUSSION TOPIC: Your experience with stakeholders: At this point, let's
have a small discussion. If you've ever
worked in a project, if you've ever been
part of a project, what are, what are some of the experiences
with stakeholders? I mean, talk about things like, who are your stakeholders? What does their
influence level and the degree of interests
on the project? How did you engage with
those stakeholders? In the comments section, you
can talk about that, right? Just if you're comfortable. So what exactly was
your experience with the stakeholders
that you dealt with? That is just something to
discuss before we proceed. Okay. So do that if
you are comfortable.
5. STAKEHOLDERS AND THEIR RELATIONSHIP WITH THE PROJECT MANAGER: The project sponsor, generally an executive
in the organization, with the authority to assign
resources and enforce decisions regarding the
project is a stakeholder. The customers,
subcontractors, suppliers, and sometimes even the
government, our stakeholders, the project manager,
project team members, the managers from
other departments in the organization are
stakeholders as well. It is important to identify all stakeholders in
your project upfront. Leaving out important
stakeholders or departments function, not discovering the
error until well, later into the project
could be a project Kyla. Let's take a look at
these stakeholders and their relationship
to the project manager. Let's start with
the top management. The top management may include president of the company,
vice presidents, directors, division manager, the corporate operating
committee, and others. Those people will direct the strategy and development
of the organization. On the plus side,
you are likely to have the top management support, which means it will be easier to recruit
the best stuff to carry out the project and acquire needed material
and resources. On the minus side, if you, if anything
goes wrong, okay, If you fail and the top one
is mentors in your side, then that failure is going to be visible for everyone to see. So what are some of the tips? Okay, let's talk about some
of the tips when dealing with the top management or this
sort of stakeholders. Number one, develop in-depth plants and major
milestone that must be approved by top
management during the planning and designing
phase of the project, asked top management associated
with their project for the information reporting
needs and frequency, develop a status
reporting methodology to be distributed on
a scheduled basis. Finally, keep them
informed of project risks and potential impacts
at all times. What about the project team? When talking about the
predictive metric? And I bought people
who are actually dedicated on the project. Okay, people work on the
project or people borrowed from other departments to come into our project on part-time basis. So as a project manager, you need to provide leadership, direction, and above all, support to team members as
they go about accomplishing the task by working
together with the project team, you
are going to learn. You're also going
to learn from them. And I also going to build
a rapport with the team. Remember, it's not always the case that you
know everything. So that's the reason
why you need to be close to your team members. As a project manager, he had
some difficulties you may encounter in dealing with
the project team members. And one, because predicting
members are borrowed, they don't report to you. The priorities may be elsewhere. They may be juggling
many projects as well as their full-time job and have difficulty
meeting deadlines. Number three, personality
conflicts may arise before you may find out about miss deadlines when it is
too late to recover. I suppose the question
then becomes, how do you dilute such? Well, here's, here's
how you deal with such. Number one, involved team
members in project planning. Arrange to meet privately
and informally with each team member at several
points in the project, perhaps for lunch or coffee. But three be available to hear team members consent
at any time. Next, encourage team
members to pitch in and help others when needed. And finally, complete a project performance
review for team members. Now regarding
internal customers, first of all, who our
internal customers. Internal customers
are individuals within the organizations who are customers for projects that meets the needs of
internal demands. Remember, a customer
holds the power to accept or reject the results. In the relationship,
the project manager will need to negotiate, clarify, and document the project specifications
and deliverables. So some of the common
stumbling blocks when dealing with
internal customers, okay, Basically, within
your organization, some of the early stumbling
blocks will include lack of clarity about precisely
what the customer wants, lack of documentation
of what is wanted, a lack of knowledge of the customer's organization and operating characteristics, unrealistic deadlines,
budgets or specification, request by the customer, hesitancy of the
customer to sign off on the project or accept
responsibility for decisions. And finally, changes
in project scope. So if you're going
to meet the needs of the customer, the client, or the project owner, you need to pay attention to the
following Lambda clients, organizations, buzzwords,
culture, and business number to clarify all project
requirements and specification in a
written agreement. Number three, specify
a change procedure. Number four, established
the project manager as the focal point of communication in the
project organization. But just so we're
on the same page, who are external customers? External customers are
just talking about the customers when the project is actually marketed
outside, okay? Or when the results
of the project are going to be used outside. So those are external customers. In the case of a car company, let's say a Ferrari, the external customers could be the buyers of automobiles. But if you're managing a project
within the organization, if you act for
Ferrari and you're managing a project in
that organization, then Ferrari itself is
an internal customer. So that is the thing about
the relationship that exists between stakeholders
in the project. One is if there is any question
as always, let me know. I'll see you in the next video.
6. DEALING WITH THE POLITICS OF PROJECTS: Most of the time
predicts the call does have conflicting interests, but it's the project
manager's responsibility to understand these conflicts
and try to resolve them. It is also the project
manager's responsibility to manage stakeholders
expectation. And these were politics
of a project come in, which means as a
project manager, you need to exercise
influence over others. Here are a few steps
are good project politician should follow before
I even look at the steps. Something that you
always need to have at the back of your mind is that whenever there is
conflict of interests, you always want to ensure
that you know what the customer actually wants.
And then you go with that. Because if stakeholders are clashing at the end of the day, it's the customer who is
important in this case. So how do you play the
politics of the project? Number one, assess
the environment for young to ensure
that you know, all the relevant stakeholders. Because any of these
stakeholders could actually derail the project. That would mean once all relevant stakeholders
are identified, tried to determine
where the power lies in the vast cast of characters
who counts most. And finally, whose
action will have the greatest impact
number to identify goals? After you've determined
who the stakeholders are, then you need to identify their
goals. What do they want? And that would mean, what
is it that drives them? What is each after? Are there any hidden
agendas or goals that are not openly articulated? What are the goals of the
stakeholders who hold power? I mean, all those
deserve attention. And number three,
define the problem. That is, the facts that
constitute the problem should be selected
and closely examined. The question, what is the
real solution should be raised over and over if
you're working in a project, I mean, there's always
going to be issues again, and those are things that can be summed up as politics
of a project. And so those are
some of the tips that will help you as
a project manager. We get through all
those problems. Because if there is a
question, as always, do let me know and I'll
see you in the next video.
7. MANAGING STAKEHOLDERS (POWER AND INTEREST): Let's assume you are to take
over a public hospital. The main aim being to turn it into a sustainable business. How we look at the grades
and manage the stakeholders. The easiest way to understand stakeholders is
to look at them in terms of their interests in the
project and the degree of influence they each have as far as the project
is concerned. Basically, their
level of power and degree of interests when
talking about power, talking about the
ability to influence. So there's a PDF which
you can download, which will give you a summary on sources of power regarding
stakeholders influence. It is important to
analyze the degree of influence each stakeholder
has in a given project. Now, look at this example. Employees. What is the influence? They can add value if committed,
skilled, and motivated. But they could also viscosity of certain types of employees. Which means if there is capacity than employees may
actually use that as an advantage to leverage for
more salary or something. So that is the thing
you have to understand, what is their influence? And number two, customers, that the only revenue source
for many organization. So it is essential
that organization meet their needs and also the
customers may provide feedback, which may actually force
the organization to change the way
it's doing things. So you see, that is an
inference that customers could have three shareholders. Shareholders are actually
interesting because they give the organization money through purchase of shares or
acquisition of shares. That means capital, okay, So in any business to remember, there is the debt capital
and then there is the share capital, okay? Basically the other people money and then there is
your own money. So with debt capital, we talking about things like debentures, which is irrelevant
in this case, but shareholders invest their
money in the organization. And that means they
can, influence, could be threatened to
pull away their money. I mean, and then
the organization is left there without,
without money. So there's a degree
of influence. These people have suppliers. On the other hand, it
could be the case that the supplier dealing with is
actually the sole supplier. And that puts you in a very, very uncomfortable
situation because if they walk away and
that's pretty much it, the government can also
influence the organization, although the influence will vary depending on the type
of organization. For instance, with
energy providers, government may be interested in fair pricing with an
alcoholic drink manufacturer, then the government
could look at it in terms of whether or
not the company is actually promoting or not
promoting responsible drinking. Now with the local community, that is the reason or the other stakeholders,
the local community. They can complain causing the organization to
change its work practice. They can protest. They can elicit support from
local and social media, causing the organization
to invest more than the might want to. Okay? So that is the, that
is the power that the, the local community. How all other examples
of influence that scholars could have
on your project. What about interests? I mean, we know what
some stakeholders may choose to do
with their power, but the choice to
influence depends on what they want or
are interested in. If you look at the example
in the form of stakeholders, we talked about employees. Employees, the interests
is to continue employment. Again, some status, good
working environment, fair pay about the customers. So the interests of
the customers will depend on the
organisms from chosen. For example, customers in one organization might be
interested in low praise, while customers off another
may be interested in quality. Shareholders are
actually interested in return on investment. And well, good
corporate governance, which depends on the kind of organization they've
invested in. Suppliers may be interested
in regular orders, full on-time payments,
being treated fairly. And local community, local
community could be interested. A number of things
like peace and quiet, ready access to their homes are clean and unpolluted
environment and all that stuff. Understanding the
influence, okay, what are the interests of shareholders and
other stakeholders? So understanding the power
and influence of stakeholders means you also need
to do something called shackled as mapping. Now, Mendelow's par interest
matrix offers a way, an easier way for
you to do that. Mendel developed a simple but
effective two-by-two matrix that enables us to categorize stakeholders as number
one, key players. You know, those that
those with high power and high level of interest in the organization
keeps satisfied. Those with high power, but currently, a low level of interest in the organization. The set of stakeholders
that you keep informed. Those high level of interest, but low-power and stakeholders
that needs minimal effort. The stakeholders who
aren't really that interested in the organization
and don't have much power. So in the case of the example, we started this video with
the hospital situation. You're supposed to turn on us occipital into a
sustainable business. So in that case, the stakeholders to
the key players, the key players or
the government. Patient, in this case, consumer, patient's family and friends. We're still customers. Local, state run
elderly care homes, consultants like senior doctors, suppliers of specialists, medicine, medical equipment, to know that those are
the key players. But what about
stakeholders that you need to keep satisfied? So this will include healthcare systems
and nothing stuff. While the stakeholders
that you need to keep informed could be the
volunteer groups. On the other hand,
those that require minimal effort or
the local community. That is theory, right? So practically his, how
all those stakeholders, the four of them,
or can the four, those four groups, the quadrant? Here's how the practically
affect the situation. The government provide the
funding for the hospital, but are considering encouraging private sector health care
providers to enter the market. The hospital
discharge is a lot of elderly patients to
their local state run elderly care homes. Those were well enough
to leave the hospital, but not well enough to go home
if they live on their own. If they aren't spaces
in the care home, detect these patients when they are ready to be discharged
by the hospital. It can mean that the
hospital isn't able to accept new patients
who need treatment. Now there's always going
to be a shortage of qualified consultant
or senior doctors, but no real strategy of nursing and staff in
healthcare systems. And that is the
reason why they are not key players, right? If there is a small shortage
of health care systems, are the current staff
are often happy to work extra shifts
if they are paid, which is the reason why you
need to keep them satisfied. Volunteer groups run some
of the hospitals services. These are services that
the hospitals see as being nice to have
but not essential. For instance, greeting people
who come to the hospital. Local residents generally show little interest in the hospital. And the only time they sort of care about what is happening
in the hospital if the hospital
activities affecting their environment
or their estate, for instance, there
are no places for them to park their cars. So the point is, when it
comes to stakeholders, it might be as simple as that or it might be as
complicated as that. But at the end of the day, just need to manage them in terms of their power and their level
of interest in the project. If there is any question,
do let me know. And I'll see you
in the next video.
8. PROJECT SPONSORS WHAT THEY DO AND WHAT THEY DONT DO: In most cases, the term
project sponsor brings up an image of
disconnected executive whose main responsibility is
to secure the project funds and then come in for the victory
lap when it is all over, that should not
really be the case. And then get the
executive sponsor with a vested business interests in the project from
kickoff to close, could mean the difference
between success and failure. Remember, the project sponsor is a key approval of the project. Chatter. With the
approval they are actually committing
themselves to ensure that, okay, Well them and
the project manager, to ensure that the
project is successful, the sponsors key responsibilities
include providing a clear direction
for projects and how it links with the
organization's overall strategy. Securing project resources, ensuring the project is on time, on budget, and on scope. Providing feedback on
status reports and making sure that they reach the
necessary stakeholders. Championing the project at the executive level
to secure by n. Now that you have
a concept of what a project sponsor does, Let's talk about what a
project sponsor does not do. A sponsor does not
manage the project. The sponsor does not
plan the project. Sponsor also does not
lead the project team. All these are actually done
by the project manager. In this case, as a
project manager, all those are going
to be done by you. This one says not there
to take away authority or control from the
project manager. They are an aid to
the project manager. If there is no named
project sponsor, then as a project manager, you must know who is
funding the project. Because they are the
person who is funding the project will by default
become the project sponsor. The project manager should
know which business area will have the greatest benefit from the completion
of the project, as they too would have a keen interest in the
success of the project. Which means once you know which key areas are likely to benefit from the
project completion, whereas will benefit
if we do this project, then start eating
those people as quasi project sponsors because they might actually
be interested. It's like, you know, take something like a
movie when you watch a movie and then you see
executive producers. These are people who have
actually sponsored that movie. People have actually invested
their money in the movie. So that's pretty much the thing. So part of fundraising
or other looking for funds to finance your
project, always ask yourself, other than this, who else is likely to benefit from the
results of this project and then see if
they're interested in investing in the project. Alright, so if there is any
question, guys, let me know. I'll see you in the next video.
9. PROJECT CHARTER AND WHAT IT DOES: As a project manager, you
work tirelessly to establish the most efficient ways to accomplish tasks
and maintain quality. Ever before you can
institute any new process or significant change
to a current process. You need to get approval
of stakeholders and get everyone on
board with your vision. You need a project charter. A project charter.
A project charter. The project charter
is a document that defines the project. It authorizes the initiation of the project and describes
the project's purpose, description, objective,
business case, high level requirements, primary stakeholders
and their roles, major milestones
of deliverables, resources required,
and high level risks. When is a project charter used? A predict chatter is
usually presented to an identified project sponsor. It is completed after the business case and feasibility studies
have been approved, but before the predicts
team is officially formed. Now, the next thing
that usually follows the approval of a
project charter is formation of a
formal project team. Remember, a predict
chatter is not yet as detailed as a project plan or project schedule and
does not yet contain all the information you will
need to manage the project. It does establish the basis
for the triple constraint, meaning if it is
properly written, it should address
scope, performance, or quality targets,
time, and budget. So a predict chat is actually
a document that is signed to show a formal agreement, formal arrangement between the project organization
and whoever is finding the stakeholder that
is funding the project. So that is why you need to
know how to write one, okay? Yeah, so see you
in the next video.
10. EXPLAIN THE PURPOSE OF THE PROJECT: Okay, so now let's start
writing a project charter. And the first thing you need
to do when you're writing a project charter is to
know your prediction. Okay, so what is the
name of your project? Now, in this case, in
the case of our project, the project name is Let's, let's, let's, let's
make this one bigger. So the project's name is
the right networks, ND. So that is our prediction m, Right Networks India party. And that's the project manager. The project manager. So that's the first
thing you need to know what is the name
of your project. Now the project name should
not be something complicated. I mean, what's the point
of complicating it anyway? So let's talk about
the project purpose. After the first bit is going to have the
project name, right? So now you want to talk
about the project's purpose. These are simple description of what the project is about. It should link the project to the business goals
and objectives. This is why you
always need to have business case before you
can start a project, you need to have a
compelling argument, okay, Why the project
should be undertaken. So let's see, in our example, what is the project puppets? So in the case of,
in the case of our project here,
the project purpose. So the purpose of this project
is to plan, implement, and evaluate as red network
outdoor and a via potty for 204200 friends for 200 friends, business colleagues,
and neighbors to thank them for their support, business and friendship
over the years, as well as to generate
new sales opportunity. You know what that means? Well, these here means
that this bit here, this year means that we're
not just doing a party, okay, The idea behind the parties that will generate business
opportunities, that is the link the
Papez tells us what the project does
and why it does it. So that is the first
thing you need to write in your project. So if you're writing
a project purpose, a project charter, start by saying that what is the
purpose of the project? So now you can write one down
if you are interested in, if you're writing
these on with me, as long as we continue
in the videos.
11. HIGH LEVEL PROJECT DESCRIPTION: The next thing,
right after you've talked about your
project purpose is to give a slightly
detailed manner what the project is all about. This means giving an
overview of the project, as well as the boundaries
of the project. Boundaries simply
means the point at which the project want to go. Basically the, you
know, the constraints. So here's an example. Now in the case of
our project rate. So our project charter, which was a party, is what I'm talking about now, our high level
project description. So we talked about our
project purpose, right? That was a project purpose. So the next thing is the high
level project description. And in this case, we're talking about now
the z right networks India project will
demonstrate the importance of friends and family and the strength of
those relationships. That is what you want, right? So what are some of the
boundaries? The project? The project will provide a fun, interactive venue for
no more than, look, no more than 200 friends, business colleagues,
neighbors to come and enjoy the
activities and all that. The party and the
party will be held. The backyard of the participants are all party elements
must be constrained, must be contained to that area. There is another
constraint that, that is what you
need to talk about. But providing our information, we're providing an informal
environment to build a new relationship as well as enhanced current
relationship. This provides
opportunities for blubber, but the point is, we just don't say, okay, yeah, it's a party and
you're going to have fun. Nope. It's first of all,
it's a party, right? Where are we holding this party? Well, everybody is
supposed to have fun, but as far as the
business is concerned, we are supposed to generate
sales opportunities. That is one. Next, this party must have a number of people. What's the minimum or the
maximum number of people? 100, right? And where's the party going
to be held in that place? Which means everything
else has to be constrained to that place. So that is part of your high
level project description. What are you going to do?
What are the constraints? It is just a triple constraint
thing and that is what the client wants against the
cost and time available. So never forget that. Because if you just
leave it that way, then you're going to
have a problem because glands can want everything. But then there's the question
of the cost and time. So write you a high level
project description, The Papas. So what is your high level
project description? Right.
12. WHAT ARE THE PROJECT OBJECTIVES: Now you've read the boat
what your project is, and you even described it. Okay. But what are the actual
objectives of the project? Objectives in this case,
referred to clear, measurable statements as to
the results of the project. So ensure that your objectives
are actually smudge, meaning what, Meaning specific. And that is your objective is
clearly stated. Measurable. Meaning that it can be
quantified in a way achievable. That is something that can actually be
accomplished, relevant. In this case, it has to make a business sense and time-bound, simply put, you know, when it must be done to
achieve the business, you know, touch if the
business objectives. So in the case of
our predicted data, here are the objectives. So we have the
project objectives. In this case, we have three. So yep, there you go. Project objectives. The first one is
to ensure guests feel valued and enjoy the
food and entertainment, resulting in all guests remaining the potty
for two hours or more. And see how specific that is. Red. Guest make at least 25
positive comments to the host about the party and their
time spent at the party. They're not just saying
something like, well, to ensure that the guests
are happy, you know, wrong really are very
specific and has the relationship dendrite
at least a minimum of five prospective sale orders. Okay. So prospective sales so does that is that
is the whole point. Why are we holding this
Patty, among other things, we need to grow the business and from the people who've
attended this party, some of them are going to
turn into and to our clients. So at the moment, everybody is a potential client and then you're going to have at least five prospective
sales orders. So that is a thing about the
objectives in this case. So ensure that your
project charter shows why are we
holding this project, why we undertaking this project? Well, because at
the end of the day, the project is
supposed to do 1234, those are your objectives
and they have to be smart. Okay? So yeah, again, talk about
the project objectives. So start writing those ones.
13. HIGH LEVEL REQUIREMENTS: The next thing I want
to talk about is what is needed to achieve
the objectives that you've just mentioned in short,
high level requirements. So what I'm going to be
writing about or what you write in this section is
the answer to the question, what is required in order
to meet the objectives? So remember later, okay, let us you manage the project. When you're doing your
project planning. These requirements are going
to be the things that are going to be factored
in, in the plan. So in the case of
a project charter, let's look at example
of how you write. You are requirements. So in this case
you're going to have, so you have your high level,
high level requirements. In our case, the
participants must be able to accommodate 200
guests with tables and chairs. Obviously, there's that. Next the participants to be
protected from rain, wind. The usual entertainment is to, entertainment is provided so that party guests
are not sitting alone or sitting doing nothing
for more than ten minutes. You want to entertain
these people. So those are some of
the requirements. A minimum of 25 guests provide, a minimum of 25 guests provide the participants are so elicited positive comment. So that is an indication that things are going
according to plan. All project deliverables meet requirements without defect. And of course, the
participants have spent no time cleaning
and all that stuff. So these are, these are
going to be examples of our high level requirements as far as the project
is concerned. So we need to know that
because if you're, if you're just going
to say that to you and to learn to have at least 55 business prospects. And then people are
bored after ten minutes, they're leaving and they're sitting idle for ten
minutes doing nothing. Then it means first of all, they weren't even have
anything positive to say about the party. And, um, if they live, it means the business
prospects goes away with them. So how do we achieve that? Well, through the requirements. If you say you want
to entertain them, how do you know that
they're entertained if they didn't tell us if they didn't give any positive compliment
about the party. That is a problem. And well, how do we know
that they are comfortable if the place they're
sitting on there is rain or sun and all that stuff. So you have your objectives. How exactly are going to
achieve those objectives? These detailed requirements,
these are things that you're looking at to ensure that
you've meet those objectives. Okay. So right about that. And then I'll see you in
the next the next video.
14. MILESTONES OF KEY DELIVERABLES: The next thing we're going
to do is give an output, a list of outputs for
the project to achieve the intended objectives as
well as the requirements. And you also want to
mention the timeline. Okay? You remember
the milestones provide a basis for
building the project scope, the project schedule,
and the project budget. Now regarding the dates, okay. If you have a milestone
and then you put a date, the date we're assuming
these are estimates. The best estimated time. That is, that is what you put
there so things can change. And so you have to
take that into account when selecting dates
and timelines. Now, in case of a
project charter here, our milestones, okay, so we have the scheduled
milestone of key deliverables. That is the project plan. Now the milestone
of Godel variables, and then you have
the finish date. The project plan
should be finished by that particular date. Guest lists should be. Everything depends on
the guest list straight. So the guest list should buy this data should be
done on the guest list. The suppliers contracts. By 15th May 2022. Guests are invited,
guests are confirmed. But today, that's the party day, particularly enough,
obviously the next day. And then based on the
prospective sales appointment, we got this dish,
we'll formalize them. And then if everything
goes according to plan on that similar day, 15th, August, the project evaluation
and the project closing. So it's just a what do we need? We need to have a project
planning cutover guest list. You need to have a
supplier contract. Okay. I will add they do
need to invite guests. We need to the guest to confirm. We need to know the party day and you know, the cleanup day. And then the day that we look at the prospective
sales appointment appointments and finally, closing the project because
projects don't last forever. They have a definite start time and they have a
definite end Tim. Hello is then a longer project, so just routine activities. So have your milestones. They don't have to be as many
as sort of just depend on the size of your
project. Um, yeah. So if there is any
question at this point, let me know and I'll see
you in the next video.
15. RESOURCES TO BE USED: The next thing I
want to talk about other resources
to be used, okay? What resources are
you going to use? These resources
needed to undertake the project and such will
include your budget, the personnel,
equipment, and material. With the personnel,
you also have to stitch things like the
skills they need to have. For instance, if it is a
mobile application, okay, you're creating a mobile app, then when the people you're
going to need these people, what skills do they
need to process? Maybe coding, maybe
they need to know how to do graphics,
all that stuff. Now, in the case of our project, the India party, here
are the resources. So as far as resources
are concerned, we have the first one,
you have the budget. The budget provided to the
project is not to exceed $10 thousand and the
budget must must include the budget will
include budget for chairs, food, services,
guests, entertainment, as well as clean up service. The assumption that you're making with this budget is that no liability insurance is required and they're not
travel costs are expected. In short, you expect all the
guests to come from areas where we don't have to sort
them in terms of traveling. Now regarding the personnel,
under the personnel, we need a project manager who's experienced in party
planning and delivery is going to be a party sponsor whose job is to
make key decisions, key, key, key party decisions. And then we have, but the guests, there are
also going to be there. Because remember,
these are the ones that you're trying
to convert into paying customers rather in future to convert
them into customers. Regarding the procurement
of supplies, of party, food, services,
equipment, and supplies. All these are things that
you're going to need. Laws, those sort of things that you're going to
need as far as resources too, that party a concern. So make sure that you
have your resources in place. Right.
Talk about them. It's just a summary
because remember, at some point you're
going to have some active and inactive budget. This point is just
a summative thing. Okay. You're not
even explaining how that $10 thousand is
going to be used. How much of it goes to chair, how much of it goes to? Not really, Not yet. That will come later when you're pricing
things and all that. So if there is any
question at this point, let me know and I'll see you in the next in
the next video.
16. WHAT ARE THE OVERALL PROJECT RISKS: Now the next section,
the next section is the overall project risk. In this section, you are talking about the initial list of uncertainties related
to the project that could impact
the project success. And that means capturing the possible events
that could occur, as well as the impacts to the
project if they do occur. Remember, this
particular list is not an all-inclusive list, but it's initial list of all
identified project risks. You can categorize your list. Items such as schedule,
budget, profit, Finance, technical, organization, and external is what
that looks like. So we have our
overall project risks that we have categories
and we have description. For instance, regarding
the schedule, the ability to achieve the desired milestone dates are dependent on guest
list being completed, accurate, and available on time. Otherwise, the party objectives
may not be achieved. So if you are going to
do the thing on time, then it means this. Where's it? This list here, the guest list should actually
arrive by that date. So if we get the guest
list arriving on the 17th, then you see that's going
to affect something between that is supposed to happen, the supplier's contract. And I know that that's
going to be a problem. Number two, we have the budget. Regarding the budget,
what are the risks? The budget estimates provided? Estimates at this time, material costs could be
higher than planned, causing a budget overruns. There is a possibility. Remember, when it
comes to budgeting, we have things like fixed cost. These are the sort
of cost that you are not going to change
irrespective of what you do. And then you have
variable costs. These are costs that
vary with time. So when estimating this budget, we are assuming some of
these things are fixed, but then if they change later, that can be a problem. Regarding profitability. Again, if there's insufficient
interests from the guest in any prospective
business venture, the project may not achieve five prospective sales orders. And yet, that is the reason why. That is the reason why
one of the main reasons, actually the major
business reasons we are having this
Patty regarding technical risks if the equipment or supplies fail to
operate as expected. Sure. You know, that's
going to be a problem because the project objective of party guests remaining for at least two hours
will be jeopardized. What about the
organizational risks? Lack of environment in lack of lack of involvement or
the lack of involvement in decision-making by
participants could cause incorrect party
supplies to be procured. And what are the external risks? Suppliers not providing supplies or equipment or
materials in time, causing delay in shed and
disapproval from guests. Those are actual examples of the overall risks
that we intend to that you've listed that could affect our project in
your project charter. Don't ignore the risk. Don't assume I'm smart
enough confidence everything will go
according to plan. You are going to be surprised. Ensure that the list
of risks is there. Because this is going to help
later when you're creating a risk register as you
manage your project. So you know the risks. And then you're going to have
a risk register along the lines of planning and you know how to plan for such. If there is any
question as always, let me know and I'll see you
in the next the next video.
17. PROJECT MANAGER PROJECT STAKEHOLDERS AND SPONSOR: The next thing to talk
about, the projects are called as on the
project sponsor, which is basically a list of projects stakeholders who have a stake in the success
of the project, as well as the sponsor
who will be providing resources to ensure
project success. So we know stakeholders are people who can affect or be
affected by the project. Consider all those that may be affected by or have inputs to the success of the project as
they should be listed here. Also, look at the
resources defined in the resource section to
ensure that those people, the people who are controlling those resources,
are also involved. For each stakeholder
need their name, their role, and functional
responsibility. All these should be listed in the project charter
because going forward, these are the people we
are going to be really, really communicating to. The case of our party project. Here's what we mean. So we have the project,
the project manager, project sponsor,
as well as among projects stakeholders and
predict sponsor the project. What this guy is, the first
one we have that being the, the participants are what exactly are the
responsibilities and authority? Number one, to
provide support for the project manager to solve
key issues on the project, enables success of the
project deliverables. Regarding the project manager, the responsibilities
are responsible to manage all elements
of the project, including the project plan, schedule, budget scope, must ensure all project
objectives are met. Regarding our
suppliers warehouse example of our stakeholders,
what's their role? Their role is to supply, but then the responsibility provide contracted
party supplies, equipment, and materials. The stakeholder that is
important at the customers. Who are the customers,
in this case, the other guests, Okay? So what do you expect from
the guest? Two things. First of all, feedback and evaluation of
the party, right? And then we are
hoping that they're going to become
prospective sales meeting. So confirmed prospective
sales meeting because otherwise the well, the patty might be fun. Okay. Then the business
objective to be achieved, these guys enjoyed themselves
and then they just left. But the whole idea here
was for them to have fun. But most important
for the business, for them to actually turn into potential or potential clients, at least five of them, or at least the root five, um, you know, five
business prospects. And if you're thinking, Wait, you invite 200 people
on it, convert five. It depends on what you, you have no idea what
you're selling. Maybe you're selling Ferrari's, just want five of them to buy. So all that stuff. Those are some of the
things you'll write under this section of
your project charter. If there is any question,
as always, let me know.
18. PROJECT APPROVAL REQUIREMENT & EXIT CRITERIA: The final thing you want to
talk about in this case is the project approval
requirements and exit criteria section. This section is important
because this section is written to identify who has the responsibility and
authority to provide the final approval of
a successful project. The exit criteria is also going to be mentioned
and it's supposed to show what needs to be met for the project to be
closed or canceled. Alright, because we need to know under what criteria do we consider this project
not feasible? Because otherwise you're
just going to have a project that takes money, time, scope, and then nothing none of those
scopes are achieved. So in the case of our party, that will look like so we have our project approval
requirements and exit criteria. Now, the participants, I
will approve the final the participants
that will provide the final approval on
completion of the project. And the project will meet the following exit criteria
in order to be close to one. But is elder. Parties
held on schedule debt. Food and entertainment
is provided. Stated requirements
on contract terms, though depends on the contract. At least we have five prospective
business ventures are identified and follow up
meetings are scheduled. So we know that's a good thing. But getting this feedback
has been collected. And now if these important, if C were invited, if fewer than 50 invitees
accept but invitation, then the project
will be canceled. We want 200. But you also say if
less than 50 people, so it's between 50 to 200, okay. If less than 50 people
accept to attend the party, the party is canceled. Is there is an exit criteria. We can't have this
project because you don't have enough potential customers. Something else that
you also need to understand the
participants, okay? So you have this session
which talks about the participants are
under client approval. This is pretty much the thing
about the project charter. So we need an agreement
between the participants. The participants has
to say in there, and the project manager
also has to sign there. And that will show that
we have an agreement. And that's pretty much the only thing about
the project charter. And that is how you
write one. Okay? I mean, there, there
are many things, there are many templates
that you can download that. But at the end of the day, that is what that
is what is needed. So I'm going to attach this PDF. It's in the resource section. You can download it and
then you go through it in right to your right,
your project charter. Now, there is something else
that we still need to do. So see you in the next video.
19. THE CLASS PROJECT: Okay, so now this is
the moment of truth. It's time for us to actually practice everything that
you've talked about in short, since this is all about
learning by doing, Let's write a project charter. The purpose of our
project is to create a mobile application
for smartphones to allow customers to view and patches are store
merchandise remotely. I want you to go ahead and
write that chat. Okay? The idea is that you
have a business and we have merchandise and you
need to do a mobile app. The purpose of the
mobile app is to help the client not
only see what we have, but also be able to
make the purchase. Now, in your project charter, I need you to show further explain the purpose
of the project. Give a high level
project description. What are the project objectives? High-level requirements,
milestones of key deliverables, resources to be used. What are the overall
project risks? The project manager, the project stakeholder,
and the sponsor, as well as the project
approval requirement and exit criteria. So right, that if at any
point you are stuck, if at any point
to think hang on. I don't understand this. Well, you know, we
just let me know. Okay. Comment about that. Okay. Send to send a message and then
we'll talk about that. So that is the assignment. So go ahead and do that, and don't worry
about being wrong. Don't worry about being right. It's all about practice. The more you write,
the easier it becomes. Besides, it's all about doing something as
opposed to just sitting there and
saying, I can't do it. Right. So go ahead and do that.
Moses Manuel, Entreprenuer | Lecturer | Author
