Project Charter Data Flow Diagram PDF

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Summary

Develop and explain the operation of Project Charter Data Flow Diagram...

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Introduction In project management, itisimportantforanyprojectmanager to have a certain set of skills when taking  on  any  given  project.  These said skills are known as project management techniques. These techniques include project organization  structure, project plan, project methodology, the project  plan  as  well  as  Project Charter. The project charter is one of the most important documents in project management.  In  this  report,  the  operation of a Project Charter Data Flow Diagram will be developed and explained.[1]  A projectcharterisaformaldocument that is typically short and describes a project in its entirety. The charter shows what the project objectives are, how it will be carried out, as well as who the stakeholders are. It is a crucialpartinplanningout the project because it is something that will be continuously used throughout the project lifecycle. The documentusuallyincludes the reasons for the  project,  objectives and constraints of the project, risks identified,the benefits of the project and the general overview of the budget.[2] The figure below shows a Project Charter Data Flow Diagram, showing the inputs and outputs of the document.

The Operation of the Project Charter Data Flow Diagram The flow chart shown on the previous page gives aclearoverview of what goes into developing a project charter. On the left hand side of the chart, it shows the input side of the project charter, and it shows the output of the project charter on theright hand side. The procedure to develop a project charter involves Inputs, Tools & Techniques and Outputs.

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Project Charter: Inputs There  are  two  main  inputs  that  go  into  a project charter data flow diagram, namely Project Sponsors/Initiators, and the Organisation/Enterprise  1. Project Sponsor/Initiator The  project  sponsor  is that person or group who owns the project. Every project has one. They are the reason  for  the  project.  While they don’t manage the day-to-day operations of a project, they are above the project manager in terms of project hierarchy. a. Agreements This section contains the signatures of the project sponsors, the project manager, and other key project stakeholders, confirming that they agree to their roles, the description of the project, and the project deliverables and outcomes.[3] b.

Business Case

A  business  case  identifies  the  business need for doing a project. It effectively describes the linkage of the project with high-level strategic goalsoftheorganization. It also explains the reason for project identification and selection. c. Statement of Work The  statement of work (SOW) is a description of the products or services to be delivered by the project. The  project initiator or sponsor provides the statement of work based on business needs, and requirements. [4]  2. Organisation/Enterprise A project organization is a structure thatiscreatedorevolves and is intended to serve the project and its participants. It refers to the roles and responsibilities of the project team and it interfaces with all stakeholders. a. Processes and Policies The  essential  features  of  Processes  and Procedures are - Initiation, Planning, Executing, Monitoring and Controlling  and  Closing. A  successful project always inherits these procedures and processes, as they are crucial to keeping track of alltheproceedings taking place during the lifecycle  of  the  project.  Thus,  the  project manager while implementing the scope management plan should consider these important aspects.[5] b. Organisational Environment The outcome of any project can be judged based on the organization's culture and environment. A project has high chances  of  achieving  the  desired objective if an organization is functioning under  a  productive  work  culture. On the contrary, if there is a mixed or ineffective work culture, then the chances  of  a  project  succeeding is minimal regardless of a proper scope management plan.[5] 

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Project Charter: Tools & Techniques 1. Expert Judgment A crucial  step  in  executing the project is taking opinions from subject matter experts, who have valuable  inputs  andunderstanding  the business case related to the project.[6] Having skills and specialized knowledge on the following topics are crucial. ● Organizational strategy ● Technical knowledge of the industry ● Focus area of the project ● Duration and budget estimation, and ● Risk identification 2. Data Gathering This is an important skill to have when  developing theprojectcharterasit involves brainstorming ideas and collecting  special  data  for  the project. It also involves focus groups to bring together stakeholders  and  subject  matter  experts  to  learn about the recognized project risk, success criteria, and other topics in a more conversational way than a one-on-one interview.[6] 3. Interpersonal and Team Skills Project managers require these  skills  to  be  effective. These skills included conflict management which assists when dealing with stakeholders, so it is best advised that the stakeholders are appropriately  aligned with the project, and conflict management technique is what best suits a project manager.[6]

Project Charter: Outputs The  number  of outputs of the project charter may vary depending on their necessity, however there are a few outputs that should always be included in the project charter. 1. Plan Scope Management The  Scope  Management  Plan is the collection of processes that are used to ensure that the project  includes  all  the tasksrequired to complete the project while excluding all the work/tasks that  are out of scope. Its primary purpose is to define how the project scope will be explained, developed, and verified.[5] 2. Define Scope When defining the scope,an executive summary needs to be created which will identify what will be included in the project andwhat will not be included. It outlines the boundaries of the project by describing how the business may change or alter by the delivery of the project. [7] 3. Plan Risk Management The risk management plan tells you how you’re going to handle risk in your project. Project Risk Management  includes  the  processes  of  conducting  risk  management planning, identification, analysis, response planning, and controlling risk on a project. Theobjectives of risk management are to increase the likelihood and impact of positive events, anddecreasethe negative events in the project.[8]

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 4. Plan Cost Management This is the part of the ProjectCharter where the financial side of the project comes in. It involves the process of estimating, allocating, andcontrolling the costs in a project. It allows a business to predict upcoming  expenses  in  order  to avoid going over budget. Projected costs are calculated during the planning phase of a project and must be approved before work begins. As the project plan is executed, expenses are documented and tracked so things stay within the cost management plan. 5. Plan Schedule Management This is a process that establishes the entire project's procedures,includingthe policies as well as documentation in order to plan, develop, manage, execute and control the schedule.[9] 6. Collect Requirements This  is  the  process  of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project and product scope.[10] 7. Identify Stakeholders Identifying the stakeholders of the project is crucial. These are the person or entity of the project with a specific key interest  in  that  project.  The stakeholders can either be within or outside the entity. It might be a financial  controller overseeing costs or the CEO, but whoever it is they’ll have a slightly different focus depending on their role.[7] 

Conclusion The project charter is an important and helpful document to have and it's important for a project manager to create this. By making use  of the data flow chart, it can show a neat clear graphic of all the project charter components. It is not merely a document that states facts and information concerning a project. It serves as the groundworkforefficientlycommunicating with stakeholders and for efficiently routing work between various individuals that take part in the project. Having a good and complete Project Charter and flow data diagram, is the very first step in managing a project.

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References [1] R. Burke, Project Management Techniques. Burke Pub, 2013. [2] “What is a Project Charter in Project Management?,” Wrike. https://www.wrike.com/project-management-guide/faq/what-is-a-project-charter-in-project-man agement/ (accessed Jul. 19, 2020). [3] “[No title].” https://www.tbs-sct.gc.ca/emf-cag/project-projet/documentation-documentation/guide-guide/gui de-guide-eng.pdf (accessed Jul. 19, 2020). [4] “Project Statement of Work vs Business Case - PMP Exam Concetps,” PM Learning Solutions, May 06, 2011. https://www.pmlearningsolutions.com/blog/project-statement-work-versus-business-case-pmp-c oncept-11 (accessed Jul. 19, 2020). [5] “How to create a Scope Management Plan? | Invensis Learning.” https://www.invensislearning.com/articles/pmp/how-to-create-a-scope-management-plan (accessed Jul. 19, 2020). [6] “How do you Develop a Project Charter? | Invensis Learning.” https://www.invensislearning.com/articles/pmp/how-do-you-develop-a-project-charter (accessed Jul. 19, 2020). [7] S. Ray, “A Quick Guide to Project Charters (Example Included),” ProjectManager.com , Jul. 26, 2017. https://www.projectmanager.com/blog/project-charter (accessed Jul. 19, 2020). [8] R. M. Rawi, “Project Management | Project Risk Identification for New Project Manager,” Project Times, Apr. 15, 2014. https://www.projecttimes.com/articles/project-risk-identification-for-new-project-manager.html (accessed Jul. 19, 2020). [9] “Plan Schedule Management - Project Management Knowledge.” https://project-management-knowledge.com/definitions/p/plan-schedule-management/#:~:text=T hus%2C%20the%20Plan%20Schedule%20Management,and%20control%20the%20project%2 0schedule. (accessed Jul. 19, 2020). [10] A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition . Project Management Institute. 

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