Complete charter and stakeholder template, which is attached. Based on Technical Redesign scenario which is also attached.Instructions: InstructionsA project charter essentially authorizes the start of a project. The project charter provides high-level details and ensures that the organizational needs and expected outcomes of a project are aligned.One key factor in a successful project is stakeholder satisfaction. In your stakeholder register, you will identify your stakeholders and the role that each one has in the project.In this milestone assignment, you will complete your project charter and create a stakeholder management plan based on the project scenario you chose in Milestone One. You are provided with a charter and stakeholder template that combines the charter and stakeholder management plan into one document. If you would like to do so, you can add elements to your template that you believe a project manager might find useful.Required resources: Johnson, T. (2017). Crosswind Success Series: CAPM Exam Bootcamp Manual. Carrollton, TX: Crosswind Project Management.Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition and Agile Practice Guide (ENGLISH). Newtown Square, PA: Project Management Institute.
Module Two: Project Charter and Stakeholder Management
Chief Gravill brings you into an introductory meeting to introduce you to the various people you will
work with, and to talk through what the technical redesign must cover. As you sit at the table, the chief
introduces you to all the parties he has pulled into the meeting.
Jared White is the assistant chief and comes from the Durham Regional Police Services; Sergeant
Samatha Zemora is from the York Regional Office; Mary Jones is the Director Operations for the Niagara
Regional Office, and Gary Duluth is the office manager for the Hamilton Office.
Kay Tuttle stands up and explains that she is the new assistant director and has taken over from the
Federal Regulators Office to oversee the implementation of the new requirements. Manoj Saraff is the
technology manager for the development team you will work with, and he introduces you to Scott Wall
and Ashok Patel, who are his lead developers and future members of your project team. You are told
that Tami Langford will be one of your key contacts because she is the product manager for the new
platform.
After introductions, Tami talks through the critical milestones that need to be accomplished over the
next months. For the project to get back on track, the project team needs to assess all the new software
requirements quickly within the next month. Once all requirements have been defined, the team has
two weeks to fully assess the impacts, risks, and likely costs that will impact all the affected
stakeholders. By month four, the project team should have a new technical specifications and
requirements document to be included in the vendor RFPs. Tami and the chief discuss how this project
has only been approved for $450,000, and Samatha says, “I hope it is much less than that; there are
other projects that need to get funded.” Finally, Tami explains that by the last month, the project team
should be ready to meet with the RFP project team so they can meet with the possible vendors that will
be used to implement the new requirements.
Kay said she is okay with Tammy’s timeline, but she warned that she would have to escalate to her
superiors if the PRIDE offices were not able to show compliance with the new requirements by the first
part of next year. Everyone in the room nodded in agreement, knowing that, if the project was not
tracking on time, Kay could shut the whole project down and cause the project team to be let go with
one phone call. The chief said, “We know, Kay. Thanks for the reminder. We will get this done long
before the deadline, right?” He looks to you for confirmation.
After the meeting, the chief and Kent Masters, who worked on the first project, debrief you on all the
stakeholders and provide the final details you need to get going. Kent says that, even though he will not
be working on this project with you, he wants you to know about several constraints and dependencies
on the project, including:
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The requirements must be reviewed and approved by the technical team and Kay before they
can be used in the technical specs.
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All regional offices must sign off on the preliminary specs.
Costs for implementation in the regional offices cannot be more than $50,000 or take longer
than one month.
The RFP team will need to be debriefed on all the requirements specs needed for the RFP.
As Kent is walking out, he leans over and says, “I have a few notes I kept on the last project about all the
people you met that may give you a little more background. I’ll send them to you.” His email is
reproduced below, including his original typos and mistakes:
Email
From: Masters, Kent
Subject: Notes on project participants
Congrats on your new role!
Here are some of the notes I took early on about everyone, let me know if this helps.
Chief – The boss and the one who signed us up for this project and pretty much calls the shots on the
PRIDE group and is the one behind the idea for the project.
Comes to every meeting and early and is very interested in the success of the project. He likes to get
weekly updates in a status meeting and emails if there are any major roadblocks.
Wants this whole project to get done asap and wants to make sure the project does not go over budget.
Kay – Regulator and can shut us down if the project doesn’t go well
She requires a monthly status update meeting just for her but doesn’t really want nor does she respond
to any other communication.
All she cares about is that the new software meets all the federal requirements by August of next year.
Jared – Durham Office
He is always late to meetings and does not come to the most meetings.
He hates the new federal requirements and is only involved because he has been told to.
He doesn’t respond to email because he not a technical guy but will return your phone calls if you have
questions.
Rarely ever offers any feedback and just wants the project to be over.
Samatha (Sam) – York office
Loves to help out on the project and jumps in whenever asked. She will do whatever it takes for this
project to be successful but fights to make sure to keep the cost down since she is using her work to
progress her career and show she keeps public spending low.
Attends every meeting and she likes to be cc’d on all project communication and has been a significant
help in removing project roadblocks.
Sam is favorite among the government leadership and the Chief. She knows many of the leadership
personally and can be a huge asset if she is on board with what you are trying to do. Watch out because
if she doesn’t like you, you will never get anything approved.
Gary – Hamilton office
The Chief and Gary go way back and have been friends since childhood.
Gary has questions from time to time and loves to just IM you rather than email or phone. He does not
attend meetings but says he reads the notes.
The Chief goes to Gary for advice so even though he doesn’t attend meetings you have to make sure he
isn’t misinformed with what is going on.
Wants this project to be over quickly because he feels like he has more important things to work on.
Mary – Niagara Office
Use to be a consultant for a big firm, she is really smart and has a lot to say when she attends meetings.
Most of the project team is intimidated by Mary and don’t listen to what she has to say because she
thinks she is smarter than everyone.
Mary comes to about half the meetings and always asks for the most up to date project documentation
before she will answer questions.
Mary used to work for Niche Technology and doesn’t really care how long the project takes she just
wants us to use Niche.
Tami – like the second boss to the chief
Tami has been the Product Manager for this new platform from the beginning. She is an excellent
resource.
Comes to every meeting meets with the stakeholders regularly to understand their needs and make sure
that the new platform meets all their needs.
She is fastest on email will but will also take IMs or phone calls.
She doesn’t have the final say on projects but she does influence their direction and if the project is
considered successful or not.
Manoj – Technology Manager
Manoj is excellent to work with and works directly with this dev team to make sure that all technical
work is done on time.
He has a lot of opinions about how the software should be developed and is very concerned that the
vendors will not be able to deliver on time, to specs, and within budget.
Manoj will be the technical validation for all the technical documents, and he has to sign off on the
designs before they can be considered “done.”
He comes to the meetings he can and said he would get more engaged once the project progresses to
the technical work.
Due to his schedule its best to set up meetings with him to talk through the project or what you need
from him.
I’ll look through my stuff and send you anything else I can find; please let me know if you have any
questions!
Kent Masters, CAPM
Technical Project Manager
QSO 345 Project Charter and Stakeholder Management Plan Template
Use this template to create your own project charter and stakeholder management plan for Milestone
Two. Include all sections and tables identified in this template in your final submission. Note: This
template represents only the minimum requirements. If you prefer, you can add elements to your
template that you believe a project manager might find useful.
Project Charter for [Insert Unique Project Name]
Overview
Provide a brief overview of the document and what it covers.
Project Description
Explain what the project is and how it will be accomplished. Explain the ultimate intended outcome of
the project. This should serve as a brief introduction. Provide some background about how the project
got to this point.
Project Purpose
State the purpose of the project. Tie it to the organization’s strategic goals and objectives, if possible.
Tell the reader why this project is being started and what need it is fulfilling. Identify whether there are
any specific mandates, policies, or laws that are driving this change.
Business Case
Provide information on how the project will benefit the organization. Discuss the alternatives that were
considered, if any, and provide information on how the organization settled on the selected approach.
Business Requirements
Identify the high-level business requirements that the project will fulfill. Remember that this is not a
detailed list of system requirements.
Assumptions
Assumptions are conditions that must be considered at the start of the project. For example, when
developing a new software system that will take three years to fully complete, one assumption could be
that the project budget should be approved each year so that the project scope is not impacted.
Constraints
Constraints are situations or events that the project manager has no control over but must consider and
account for. For example, a constraint could be a hard deadline or completion date. Other constraints
could be related to resources, tools, or hardware—if a project has no budget for additional servers, the
project manager must find a way to develop a new system using the hardware already in place.
Responding to this constraint could mean juggling servers to fit specific development environment
needs while ensuring that the production environment stays up.
Dependencies
Dependencies are critical elements (other than sponsor sign-off) that need to happen or take place for
the project to proceed forward (e.g., technical designs before vendors are selected, legal review before
a contract can be signed, funding approved before work starts).
Risks
State the known risks. These risks will be general, since not much is known about the details of the
project yet. If a benefit-cost analysis was performed, then the risks identified during the benefit-cost
analysis should be placed here. For example, if the project is going to span five years and touch multiple
third-party systems, then integration and technology change would be risks to consider here.
Project Deliverables
Document what will be delivered at the completion of the project. This should describe the ending
outcome of the project and any artifacts created (e.g., new contract signed, equipment installed,
software created).
Project Milestones
Identify the project milestones in the table.
Milestone Dates
Milestone Name
Milestone Description
Table 1, Project Milestones
Project Manager
Identify the project manager and the project manager’s authority. It is important to clearly identify the
project manager so that authority to complete the project can be established. Provide a quick
professional biography if available. Explain, as clearly as possible, the roles and responsibilities of the
project manager. Explain the project manager’s levels of authority with respect to resource allocation,
schedule modifications, and purchasing authority. Review the ten knowledge areas of the Project
Management Body of Knowledge (PMBOK® Guide) and think about the role the project manager will fill
in each of the areas.
Project Roles and Responsibilities
Define the other key roles and responsibilities within the project team. For example, if the project team
has functional team leads, document them here. The table below provides a quick way to identify
specific people attached to different roles:
Name
Role
Responsibilities
Table 2, Project Roles and Responsibilities
Project Budget
The summary budget should contain general or high-level cost components and their planned costs. As
the project moves forward, these costs may change as all tasks and requirements become clearer. Any
changes must be communicated by the project manager.
Stakeholder Management Plan
Stakeholder Analysis Results
Lists all critical stakeholder names or types and then assess the stakeholders’ interest in the project,
their unique expectations or desired outcomes, their influence, and their power over the project. A
stakeholder assessment should be completed before the results are documented in the tables.
Stakeholder Name or
Type
Expectations
Influence
Interest
Rank
1-5*
Power
Rank
1-5*
*1 lowest and 5 highest
Table 1, Stakeholder Analysis Results
Stakeholder Register
Using the stakeholders identified in the stakeholder analysis, define the role the stakeholders have on
the project, how they are identified (organizational title or stakeholder group description), how much or
how often they will be engaged, what their communication requirements are, and what their project
impact rankings are. Note: Project impact ranking is determined by adding the interest and power ranks
identified in the stakeholder analysis. The higher the project impact rank, the more overall impact and
influence the stakeholder has on the project.
Stakeholder
Name or
Type
Role on
the
Project
Identification
Information
or Title
Engagement
Level
Communication
Requirements
Project
Impact
Rank 1-10*
*1 lowest and 10 highest
Table 2, Stakeholder Registry
Sponsor and Project Approvers Acceptance
Provide the names of the business sponsors who must approve and sign the project charter. Once the
project charter is signed, the project is authorized to start.
Approver
Role or Title
Sponsor
Table 3, Approval of Sponsors
Acceptance Date
RUNNING HEAD: TECHNICAL REDESIGN
1
QS0345
Milestone One: Technical Redesign
Angel Ivy
Southern New Hampshire University
TECHNICAL REDESIGN
2
Larry Gravill, chief of the Waterloo Regional Police Service (WRPS) Project
requires a technical redesign of technical software designs of one of the projects
concerning the Common Information Management Systems (CIMS) in accordance with
recent changes to federal requirements. These requirements mandate the alterations to
the internal platform, including the plans regarding development, testing, validation,
pilot, and deployment, as well as compliance with inclusion and disability standards for
each website. The project has been given a maximum of 6 months to complete and a
$300,000 budget. More money can be allocated to the project should it be completed in
4 months.
Past failures can be used when assessing the practicality and planning of this
project. From the conception of the CIMS system, there were issues concerning the
complexity of the project, as it connects WRPS to seven other police organizations and
utilizes a wide variety of other platforms and services, including computer-aided
dispatch (CAD), records management system (RMS), and mobile workstation
environments. Furthermore, differences in operations between the police stations mean
that they require different informational needs and possess varying technical
capabilities. Finally, the initial request for proposal (RFP) took two years to complete,
the potential venders decline to participate based on the requirements of the RFP
(Compeau & Movold, 2007, 3).
For the current project, management can easily influence the Initiating Process
group. This is characterized as “authorizing the project or phase” (Project Management
Institute, 2017, 30). Changes to the project are needed. The budget is large and the time
allocated for the project is large. This will ease the process of communicating with the
parties necessary for the smooth completion of the project. Furthermore, it is during this
TECHNICAL REDESIGN
phase that management will start to piece together what further information is needed
and the specifics related to the project (Project Management Institute, 2017, 32).
The Executing Process Group will consume the most resources during the
project. This group will run the implementation of the plans set during the planning
process. This group includes project plan execution, quality assurance, team
development, information distribution, solicitation, source selection, and contract
administration (Project Management Institute, 2017, 35). These tasks will take a
significant amount of time to complete, and, therefore, money.
To ensure the success of this process group, certain PMI principles should be
taken into consideration. For example, budgeting will be an important aspect as the
amounts allocated to each process must reflect the dollar amount needed to obtain the
necessary resources. Running out of money, particularly in the executing phase, can
place the entire project in jeopardy. Another principle to consider is scheduling and
estimating. Each group must have the time needed to complete their tasks well. Since
the executing group will consume the most resources, they should be assigned the most
time, leaving less time for the remaining process groups.
3
TECHNICAL REDESIGN
4
References
Compeau, D., & Movold, J. (2007). Waterloo Regional Police Services: Reassessing the
CIMS Project. Havard Business School Case Study.
Project Management Institute. (2017). A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) — Sixth Edition and Agile Practice Guide
(ENGLISH). Newtown Square, PA: Project Management Institute.

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