The Project Charter – Project Objectives

Initiation

In the previous post I defined and discussed Business Objectives and their importance. Project Objectives are very different from Business Objectives. I have seen Project Charters with the two types of objectives mixed into one objectives section and I find it very confusing. I recommend placing Project Objectives in its own section.

Project Objectives should satisfy the following criteria:

  • Produce a product, service or result that survive and are maintained after the project is over. Some examples of this are (1) a new business “Standard Operating Procedure”; (2) new software installed that meets all of the acceptance criteria.
  • Each Objective should have a definition of “done” that is agreed to by the Project Sponsor and the Project Team. This definition should be measurable and verifiable.

Project Objectives are important for the following reasons:

  • They define the scope of the major deliverables of the project
  • They will be used to define much of the activity scope of the project
  • Meeting all of the Project Objectives is one of the criteria for project closing

The combination of having well defined Business and Project Objectives will get your project off to a great start and help keep it on track. Take care to get these right.

My Kindle book, “Project Management For The Real World”, is available at

http://www.amazon.com/dp/b089krddvn

The Project Charter – Business Objectives

Initiation

As stated in the post “Building Blocks of a Successful Project Part 2”, Business Objectives are the “CEO’s view” of the project. They should make or save money, take advantage of opportunity, respond to new law and regulations, or increase competitive advantage. They should be specific and measurable to avoid what I call “Mom and apple pie” objectives like “We will be more efficient”. Really? Exactly how efficient? Will be be able to cut costs or deploy those efficiency savings to revenue opportunities?

Why is this important? Because everyone on your project is a decision maker whether you acknowledge it or not. Every day of a project, many “micro-decisions” are made without asking for clarification as that would be very inefficient. People will make these decisions based on assumptions due to lack of clarity in the objectives. Clearly stating the Business Objectives will help everyone make better decisions by asking themselves “does this decision support the Business Objectives as stated?”.

Another reason documented Business Objectives are important is they create a measuring stick for the health of the project. At any point in the project the question “Are the Business Objectives still obtainable?” needs to be asked. If the answer is “no”, the project is evaluated as to whether it should continue or not. Many projects forge ahead even if the Business Objectives are no longer possible because “we have spent a lot of time and money already”. This is a concept called “sunk cost” and this fact is irrelevant in good decision making. If a project no longer offers a return on investment (ROI), there is no point in throwing more money and time at it.

At the end of the project and at regular, predetermined intervals,  the actual outcomes need to be measured against the original objectives. If the outcomes met or exceeded the objectives, congratulations, your project was a success! If the outcomes fell short of the objectives, you can consider doing the following:

  • Find the root causes and address them, which may mean spending more time and money if the ROI warrants it.
  • If the ROI for spending more time and money to correct the root causes is not positive you can leave the project deliverables in place and not make any additional investment.
  • If the project results are actually having a negative impact and additional investment will not help, you may need to reverse the implementation (if feasible) to prevent further damage.

My advice is to spend as much time as you need getting the Business Objectives right. It is the most important thing you will do on a project.

My Kindle book, “Project Management For The Real World”, is available at

http://www.amazon.com/dp/b089krddvn

The Project Charter – Overview

Initiation

When I teach Project Management the Project Charter (sometimes referred to as “Project Definition”) is one of my “points of emphasis”. I state that if you only do one of the things I teach, then the Project Charter is it. All of your planning and execution will be based on the elements contained in there.

The Project Charter is important enough that I will be dedicating the upcoming blog posts to examine the contents in detail and include examples. Here are the sections:

  • Business Objectives
  • Project Objectives
  • Scope
  • Timeline
  • Stakeholders
  • Risks and Assumptions
  • Issues
  • Constraints
  • Dependencies
  • Sign off

On the TV Series “CSI” analyst Gil Grissom once said “Sometimes you have to slow down to go faster”. This applies to the Project Charter. Many involved with a project want to move forward quickly and don’t want to spend the time on this key deliverable. This is a huge mistake. Having a well defined and signed off Charter will make all of the subsequent phases of the project move faster and more smoothly.

My Kindle book, “Project Management For The Real World”, is available at

http://www.amazon.com/dp/b089krddvn

What Is A Project?

Project_Management_Knowledge_Areas
Project_Management_Knowledge_Areas

Many in the working world, who are not Project Managers by trade, manage projects. In many cases, they do not recognize they are managing a project and treat it as just another task assignment without applying project management disciplines. This can be very stressful as projects can descend into chaos without proper management.

If you are given a goal and it has a due date you now have a project. It can range from the trivial (“let’s go out to lunch Friday”) to the very complex (“we need a new payroll system”). There is a tipping point where you need to start applying project management discipline, with the depth varying with the complexity.

If you are the person responsible for meeting the goal and the date, then congratulations, you’re the Project Manager, whether that is your formal title or not. Recognizing your role is the first step to improving your chances of success. There are many more ways to fail than to succeed. By applying fundamentals, you eliminate ways to fail.

In the upcoming blog posts I will introduce you to fundamentals that will help you succeed in your job and your life.

My Kindle book, “Project Management For The Real World”, is available at

http://www.amazon.com/dp/b089krddvn