Project Charter Development For Virtucon/Globex Scenario

Measurable Organisational Value (MOV)

This project is mainly based on the development of a computer based system that is requested by Globex for assistance in the TAHS program. In this project, Virtucon will need to develop the proposed system that will have the following main features:

Student Details – The system will have entry and record feature for the student details who are enrolled in the TAHS program conducted by Globex.

Apprentice Tracking – The system will have a feature for tracking the apprentices who are enrolled within the TAHS program.

Skills Requirements – The system will also record the skills requirements for the placement in the industry.

Measurable Organisational Value

The goal of the project is to develop a computer based system that can be utilized for managing the TAHS (Training and Apprenticeship Program for High School Students) program proposed by Globex. The success of the project will be measured by the increase in the number of effective placements in agricultural equipment manufacturing sector.

Desired Area of Impact

In terms of importance, the areas are ranked as follows.

From the given values, the two most important values that are essential for this project are Better and Do More. “Better” value refers to the improvement in the quality of recruitment in the manufacturing sector as the interested students will be trained and the best performing students will be placed in the industry once the academic session is complete (Kerzner & Kerzner, 2017). “Do More” value refers to the growth of the organization by recruiting efficient and trained employees in the manufacturing sector.

It is expected that after the project, the organization will be able to reduce annual expenses by 20% as it will no longer need to train employees on frequent basis. Furthermore, with the placement of more efficient and trained employees, the annual productivity of the company in terms of profit is expected to rise by at least 30%.

The timeframe has been set for 6 months for achieving the Measurable Organisational Value after the project is completed. These six months have been taken for providing the students with sufficient time for undergoing the training process and getting ready for the placement. Within this period, the recruitment process will also be conducted in which the best students will be placed in the sector.

This project supports the effective training and placement of the students who are interested in joining the agricultural equipment manufacturing industry. The project will also be assisted by a computer based system that will help the students to understand the operations and the training process will also be faster and more efficient (Kundra & Sharma, 2015).

Define Scope and produce a Scope Management Plan

Scope is defined as a limitation or boundary within which a project must remain in order to be feasible (Schwalbe, 2015). The scope of this particular project is to develop a computer based system for assisting the TAHS program that will help the placement of the interested students in the manufacturing sector. The project will be supervised from time to time to ensure it does not move out of scope and suitable changes can also be implemented as per the requirements.

The list of resources is shown as follows.

The facilities will be provided in a specific project camp and travel and accommodation costs will be provided to the project team members as per the expenses.

The entire duration of the project, resource allocation and estimated budget costs of the project are shown in the following table.

Assumptions

The following assumptions have been made in the project.

• The project will be completed within the given timeframe.
• The estimated budget will be sufficient for the project.
• The project benefits will be realized within 6 months of completion.

Risk Identification

The five risks identified for the project are as follows.

1. Time overshoot may lead to additional expenses in the project.
2. Budget overshoot can be a major risk if the estimation is not done properly.

• Legal risks can occur if the placement process is not licensed and authorized by the relevant governing body.

1. Poor quality hardware may lead to the failure of the development of the system.
2. The students may not be ready to take part in the training system.

Risk Management Strategy

The risk management strategy for each of the identified risk is described as follows.

1. Appropriate project roadmap is to be developed along with the schedule that must be followed throughout the project.
2. Accurate estimation of budget should be done along with consideration of buffer budget.

• Apply for training and placement licenses before proceeding with the project.

1. Procure hardware and other equipments from a reliable vendor.
2. Integrate the training program with the course modules gradually for the students.

The philosophy of the team is to ensure the project plan is closely followed and all the customer requirements are met before signing off.

Annotation 1: Binder, J. (2016). Global project management: communication, collaboration and management across borders. Routledge.

According to the authors, project evaluation is one of the most vital parts of a project. While the main part of the project is done through the execution phase, it is important to determine whether all requirements have been met and the project has been successfully completed. This process is done during the project evaluation phase where all the project progresses are checked and validated. Moreover, it is also checked whether all the project milestones have been successfully fulfilled before validating the completion of the project. The authors also emphasized that the project must be evaluated by the project manager with the assistance of a technical expert if necessary and the project manager will have the right to restart the project execution if the evaluation results show that all the requirements have not been met.

Annotation 2: Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

The authors have described several methods for conducting the evaluation process of the project. According to them, creating an evaluation checklist is an effective way of evaluating the outcomes of the project. The checklist will remind the project manager to identify all necessary aspects and requirements of the project. Another method suggested by the authors is periodic evaluation of the project that can be done in parallel with the execution of the project.

Provide a list of Resources

Annotation 3: Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.

As per the authors, generally project evaluation is followed by project closing. However, there are many project managers who rush to close the project in order to avoid budget and time overshoots and deliver the project to the client within time. The authors have warned against using this approach as skipping the evaluation process may lead to serious complications in the project outcome. The authors have emphasized that project evaluation is an integral part of any project and must not be skipped even if it requires some additional time or budget.

The closure checklist is developed as follows.

• The system has been successfully developed and launched.
• The faculty stuffs are well trained for the program.
• The interested students are enrolled for the program.
• All risks and issues have been successfully addressed.

The project’s MOV will be evaluated based on the quality of recruitments done after the program is completed (Marchewka, 2014). The new recruitments should be well trained in the program and will be able to integrate with the industry’s operational standards and requirements. A timeline has been set at 6 months for realizing the benefits after the first phase of the program.

References

Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), 806-818.

Binder, J. (2016). Global project management: communication, collaboration and management across borders. Routledge.

Burke, R., & Barron, S. (2014). Project management leadership: building creative teams. John Wiley & Sons.

Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014). Can agile project management be adopted by industries other than software development?. Project Management Journal, 45(3), 21-34.

Crawford, J. K. (2014). Project management maturity model. Auerbach Publications.

Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.

Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley & Sons.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kilibarda, G. D., Šobaji?, V. M., Beri?, I. M., & Jovanovi?, P. M. (2016). Software project management. Tehnika, 71(1), 145-152.

Kundra, T., & Sharma, A. (2015). Software project management. Int. J. Res.

Lee, M. R. (2016). Leading virtual project teams: Adapting leadership theories and communications techniques to 21st century organizations. Auerbach Publications.

Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.

Niazi, M., Mahmood, S., Alshayeb, M., Qureshi, A. M., Faisal, K., & Cerpa, N. (2016). Toward successful project management in global software development. International Journal of Project Management, 34(8), 1553-1567.

Ramazani, J., & Jergeas, G. (2015). Project managers and the journey from good to great: The benefits of investment in project management training and education. International Journal of Project Management, 33(1), 41-52.

Redick, A., Reyna, I., Schaffer, C., & Toomey, D. (2014). Four-factor model for effective project leadership competency. Journal of Information Technology and Economic Development, 5(1), 53.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

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