Project Charter for Computer-Based System for TAHS Program

This project charter outlines the development of a computer-based system for the TAHS program proposed by Globex. The system will assist in managing student details, apprentice tracking, and skills requirements for placement in the industry. The charter includes a scope management plan, work breakdown structure, risk analysis, and quality management plan.

Running Head: PROJECT MANAGEMENT
Assessment 3: Project Charter
Name of the Student
Name of the University

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Table of Contents
Project Overview and Description...................................................................................................2
Part One: MOV................................................................................................................................2
1.1 Measurable Organisational Value..........................................................................................2
1.2 Desired Area of Impact..........................................................................................................2
1.3 Project Value.........................................................................................................................3
1.4 Appropriate Metric................................................................................................................3
1.5 Timeframe..............................................................................................................................4
1.6 Summary of MOV.................................................................................................................4
Part Two: Scope Management Plan.................................................................................................4
Part Three: Work Breakdown Structure..........................................................................................5
Part Four: Risk Analysis and Plan.................................................................................................12
4.1 Assumptions........................................................................................................................12
4.2 Risk Identification...............................................................................................................12
4.3 Risk Management Strategy..................................................................................................12
Part Five: Quality Management Plan.............................................................................................13
Part Six: Closure and Evaluation...................................................................................................13
6.1 Annotated Bibliography.......................................................................................................13
6.2 Closure Checklist.................................................................................................................14
6.3 Project Evaluation................................................................................................................15
References......................................................................................................................................16
Appendix........................................................................................................................................18

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Project Overview and Description
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.
Part One: MOV
1.1 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.
1.2 Desired Area of Impact
In terms of importance, the areas are ranked as follows.
Areas Ranking Justification

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Strategy The strategy is to enhance the TAHS program
using computer based system
Operational The computer based system will provide necessary
features for the TAHS program.
Financial Globex wants to minimize operational as well as
project costs
Social Globex wants to place more skilled students in the
industry
Customer There is no specific customer associated with this
project
1.3 Project Value
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.
1.4 Appropriate Metric
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%.

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1.5 Timeframe
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.
1.6 Summary of MOV
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).
Part Two: 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.

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Resource
Category
Resource Name Max. Units Std. Rate
People
Project Manager 100% $ 150.00/hr
Project Supervisor 100% $ 110.00/hr
Finance Manager 100% $ 125.00/hr
Technical Expert 100% $ 95.00/hr
Project Team Members 100% $ 165.00/hr
Technology Hardware and Software Costs $ 15,000.00
Development and Other Costs $ 10,000.00
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.
Part Three: Work Breakdown Structure
The work breakdown structure of the project is shown as follows.

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Figure 1: Work Breakdown Structure of the Project
(Source: Created by Author)
The entire duration of the project, resource allocation and estimated budget costs of the
project are shown in the following table.
Task Name Start Finish Resource Names Cost
Development of Computer-
Based System for Managing
TAHS
Tue 2/5/19 Mon 7/8/19 $ 243,320.00

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Initiation phase Tue 2/5/19
Tue
2/19/19
$ 22,480.00
Requirement analysis of the
project
Tue 2/5/19 Fri 2/8/19
Project Manager,
Project Supervisor
$ 8,320.00
Develop an initial plan for the
computer based system
Mon
2/11/19
Fri 2/15/19
Project Manager,
Project Supervisor
$ 10,400.00
Analyze the feasibility of the
project
Mon
2/18/19
Tue 2/19/19
Finance Manager,
Project Supervisor
$ 3,760.00
Milestone 1: Proceed with the
Plan
Tue 2/19/19 Tue 2/19/19 $ 0.00
Planning phase
Wed
2/20/19
Wed 3/6/19 $ 18,480.00
Identification of Project
Resource Requirements
Wed
2/20/19
Fri 2/22/19 Project Supervisor $ 2,640.00
Prepare Project Schedule and
Budget
Mon
2/25/19
Tue 2/26/19
Finance Manager,
Project Supervisor
$ 3,760.00
Create Project Team
Wed
2/27/19
Wed
2/27/19
Project Manager $ 1,200.00
Develop Project Execution Thu Mon 3/4/19 Project $ 8,880.00

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Plan 2/28/19
Supervisor,
Project Team
Members,
Technical Expert
Allocate Budget and
Resources for Project
Tue 3/5/19 Wed 3/6/19 Finance Manager $ 2,000.00
Milestone 2: Proceed to
System Design
Wed 3/6/19 Wed 3/6/19 $ 0.00
Design phase Thu 3/7/19
Wed
4/17/19
$ 77,400.00
Design the Computer Based
System
Thu 3/7/19
Wed
3/20/19
Project Team
Members,
Technical Expert,
Hardware and
Software Costs[1]
$ 35,800.00
Develop System Features
Thu
3/21/19
Wed 4/3/19
Project Team
Members,
Technical Expert
$ 20,800.00
Coding and Design Thu 4/4/19 Wed
4/17/19
Project Team
Members,
$ 20,800.00

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Technical Expert
Milestone 3: Completion of
Design
Wed
4/17/19
Wed
4/17/19
$ 0.00
Testing phase
Thu
4/18/19
Wed 5/1/19 $ 20,800.00
White Box Testing
Thu
4/18/19
Fri 4/19/19
Project Team
Members,
Technical Expert
$ 4,160.00
User-acceptance Testing
Mon
4/22/19
Tue 4/23/19
Project Team
Members,
Technical Expert
$ 4,160.00
Performance Testing
Wed
4/24/19
Thu
4/25/19
Project Team
Members,
Technical Expert
$ 4,160.00
Black Box Testing Fri 4/26/19
Mon
4/29/19
Project Team
Members,
Technical Expert
$ 4,160.00
System Performance Testing Tue 4/30/19 Wed 5/1/19 Project Team
Members,
$ 4,160.00

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Technical Expert
Milestone 4: Testing
Complete and Launch
Wed 5/1/19 Wed 5/1/19 $ 0.00
Preparation for System
Implementation
Thu 5/2/19 Fri 6/28/19 $ 87,360.00
Enrollment of Interested
Students
Thu 5/2/19
Wed
5/15/19
Project Manager,
Project Supervisor
$ 20,800.00
Analyze Training
Requirements
Thu
5/16/19
Fri 5/17/19
Project Manager,
Project Supervisor
$ 4,160.00
Conduct Discussion Session
with the Training Faculty
Mon
5/20/19
Tue 5/21/19
Project Manager,
Project Supervisor
$ 4,160.00
Set Up Training Rooms
Wed
5/22/19
Fri 5/24/19
Project Manager,
Project Supervisor
$ 6,240.00
Set Up Training Equipments
Mon
5/27/19
Tue 5/28/19
Project Manager,
Project Supervisor
$ 4,160.00
Set Up Training Schedule
Wed
5/29/19
Thu
5/30/19
Project Manager,
Project Supervisor
$ 4,160.00
Allocate Faculties to Training
Modules
Fri 5/31/19 Mon 6/3/19
Project Manager,
Project Supervisor
$ 4,160.00

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Conduct First Phase of
Training
Tue 6/4/19
Mon
6/24/19
Project Manager,
Project Supervisor
$ 31,200.00
Assess Skills of the Students Tue 6/25/19
Wed
6/26/19
Project Manager,
Project Supervisor
$ 4,160.00
Evaluate Training Results
Thu
6/27/19
Fri 6/28/19
Project Manager,
Project Supervisor
$ 4,160.00
Milestone 5: System
Implementation Complete
Fri 6/28/19 Fri 6/28/19 $ 0.00
Closing Phase Mon 7/1/19 Mon 7/8/19 $ 16,800.00
Review and Appraisal Mon 7/1/19 Thu 7/4/19 Project Manager $ 4,800.00
Finish All Payments Fri 7/5/19 Mon 7/8/19
Development and
Other Costs[1],
Finance Manager
$ 12,000.00
Milestone 6: Stakeholder Sign
Off
Mon 7/8/19 Mon 7/8/19 Finance Manager,
Project Manager,
Project
Supervisor,
Project Team
Members,
$ 0.00

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Technical Expert
Part Four: Risk Analysis and Plan
4.1 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.
4.2 Risk Identification
The five risks identified for the project are as follows.
i. Time overshoot may lead to additional expenses in the project.
ii. Budget overshoot can be a major risk if the estimation is not done properly.
iii. Legal risks can occur if the placement process is not licensed and authorized by
the relevant governing body.
iv. Poor quality hardware may lead to the failure of the development of the system.
v. The students may not be ready to take part in the training system.
4.3 Risk Management Strategy
The risk management strategy for each of the identified risk is described as follows.
i. Appropriate project roadmap is to be developed along with the schedule that must
be followed throughout the project.

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ii. Accurate estimation of budget should be done along with consideration of buffer
budget.
iii. Apply for training and placement licenses before proceeding with the project.
iv. Procure hardware and other equipments from a reliable vendor.
v. Integrate the training program with the course modules gradually for the students.
Part Five: Quality Management Plan
The philosophy of the team is to ensure the project plan is closely followed and all the
customer requirements are met before signing off.
Verification Activities Validation Activities
Verify the feasibility of the project plan Validate project proposal
Verify the availability of resources for project Validate project charter
Verify the program requirements Validate launch of system
Verify training and placement license Validate project report
Part Six: Closure and Evaluation
6.1 Annotated Bibliography
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

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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.
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.

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6.2 Closure Checklist
The closure checklist is developed as follows.
o The system has been successfully developed and launched.
o The faculty stuffs are well trained for the program.
o The interested students are enrolled for the program.
o All risks and issues have been successfully addressed.
6.3 Project Evaluation
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.

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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., Šobajić, V. M., Berić, I. M., & Jovanović, P. M. (2016). Software project
management. Tehnika, 71(1), 145-152.

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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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Appendix
Figure: Screenshot 1 of MS Project File

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Figure: Screenshot 2 of MS Project File