Project Charter: Business Case

This project charter outlines the measurable organizational value, area of impact, types of value, and time frame for a business case. It also includes in-scope and out-of-scope items, resources, and a project risk analysis and plan. The document provides a quality management plan and a closure checklist. References and an annotated bibliography are included.

Running head: PROJECT CHARTER
Project charter: Business Case
Name of Student
Name of the University
Author Note

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Table of Contents
Part One...........................................................................................................................................3
Measurable Organizational Value (MOV)..................................................................................3
Area of impact.........................................................................................................................3
Types of value..............................................................................................................................4
Better........................................................................................................................................4
Do more...................................................................................................................................4
Time frame for MOV...................................................................................................................4
MOV Summary...........................................................................................................................4
Part Two...........................................................................................................................................5
In – Scope....................................................................................................................................5
Out – Scope..................................................................................................................................5
Resources.....................................................................................................................................5
Technologies............................................................................................................................6
Facility and Others...................................................................................................................6
Part Three.........................................................................................................................................7
WBS.............................................................................................................................................7
Milestones for each phase and deliverable..................................................................................7
Activities / Tasks.........................................................................................................................8
Resource Assignments.................................................................................................................9
Estimation of the Activities.........................................................................................................9
Budget........................................................................................................................................12
Part Four Project Risk Analysis and Plan......................................................................................13
Assumptions..............................................................................................................................13
Risk register...........................................................................................................................13
Part Five Quality Management Plan..............................................................................................13
Team Philosophy.......................................................................................................................13
Set of Verification Activities.....................................................................................................14
Set of Validation Activities.......................................................................................................14
Part Six...........................................................................................................................................14
Closure Checklist.......................................................................................................................14
Project Evaluation......................................................................................................................15
References......................................................................................................................................16

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Part One
Measurable Organizational Value (MOV)
It can be defined as the standard limit or the baseline set for approving the project
execution. There will be a standard for the accomplishment and delivery of the project and the
final deliveries must meet this standard criterion. The project charter is developed must be
meeting the needs of the project or the charter developed.
Area of impact
Strategy: The planning will be to develop a sophisticated project management plan. It can
allow the different stakeholders to be focused on the strategic modifications those are necessary
for the project delivery (Kerzner, 2018).
Customer: The farmers and the local government will be introduced with fast and smooth
services in their field of concerns.
Financial: The budget plan will be developed considering the project quality, and the
baseline of the project will be based on the same. The budget of the project will be managed in a
way, that the quality of the project does not get hampered.
Operational: The existing system will be upgraded, allowing the staffs and the end
consumers in managing the same operations more smoothly and automatically.
Social:Social friendly approaches will be adopted, considering the involvement of the
different stakeholders and adoption of the sustainable factors for facilitatingthe different project
activities (Cagliano, Grimaldi &Rafele, 2015).

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Types of value
Better
The quality and the ways of the service delivery will be improved and fasten, considering
the objectives and scope of the project. The deliverables or the outcomes will be of high quality
comparing with expected deliveries.
Do more
The improved and enhanced approaches of operation deliveries will be allowing the
clients to manage the daily operations in much smooth way (Harrison & Lock). The continuous
growth of the clients will be the major target.
The time frame for MOV
WBS Task Name Duration Start Finish
1 Communication Plan 21 days Mon 27-05-19 Mon 24-06-19
1.1 Consideration of modification required
sectors 5 days Mon 27-05-19 Fri 31-05-19
1.2 Impact analysis 4 days Mon 03-06-19 Thu 06-06-19
1.3 Value identification 3 days Fri 07-06-19 Tue 11-06-19
1.4 Metrics development 4 days Wed 12-06-19 Mon 17-06-19
1.5 Stakeholder informing 3 days Tue 18-06-19 Thu 20-06-19
1.6 Stakeholders confirmation 2 days Fri 21-06-19 Mon 24-06-19
MOV Summary
The attempts being delivered will be allowing an advanced online management system
for the Globex in a manner to allow them to manage and deliver the daily operations. The
centralized and online accessible system will be contributing to the elimination of the workload
and distribution of the workload accordingly (Kerzner & Kerzner, 2017). It will be setting the
exact values for the organization that is required in managing the deliverables.

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Part Two
In – Scope
1. Virtucon will be contributing in the development of the system that can introduce smooth
and effective management of the daily operations for the Globex.
2. Identification and elimination of the existing issues faced by the organization while
developing the system
3. Development of the new information system aligning with the organizational needs and
values
Out – Scope
 Future needs have been considered on the assumption basis, and specific considerations
have not been made for future development.
 The marketing strategy of the Globex will not be considered throughout the project
delivery
 The future enhancement in the existing organizational size will not be considered while
developing the project.
 The involvement of the third party and the outsources will also be kept out-scope for the
project.

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Resources
Technologies
Hardware: Server, Cables, electricity, External Storage, Setup components, and testing
devices
Software: MYSQL, developer tools, testing platform, network, internet, intranet
Miscellaneous: cabling, switches, network links
Facility and Others
All time availability, accessibility of the resources and the comfort for all the involved
stakeholders involved in the operational activities are the major facility requirement for the
project.

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Part Three
WBS
Milestones for each phase and deliverable
Task Name Duration Start Finish
Online Information System development for
Globex 78 days Mon 03-06-19 Wed 18-09-19
Stage 1: Project Planning 37 days Mon 03-06-19 Tue 23-07-19
Approval 0 days Tue 23-07-19 Tue 23-07-19
Stage 1 completed 0 days Fri 12-07-19 Fri 12-07-19
Stage 2: Project Initiation 47 days Mon 03-06-19 Tue 06-08-19
Stage 2 completed 0 days Tue 06-08-19 Tue 06-08-19
Stage 3: Project Execution 59 days Tue 11-06-19 Fri 30-08-19
Stage 3 completed 0 days Fri 30-08-19 Fri 30-08-19

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Stage 4: Training 6 days Mon 02-09-19 Mon 09-09-19
Stage 4 completed 0 days Tue 03-09-19 Tue 03-09-19
Stage 5: Project Closing 11 days Wed 04-09-19 Wed 18-09-19
Stage 5 completed 0 days Mon 16-09-19 Mon 16-09-19
Activities / Tasks

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Resource Assignments

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Estimation of the Activities

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Gantt chart:

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Budget

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Part Four Project Risk Analysis and Plan
Assumptions
 The Availability of the resources will be managed fluently throughout the project
lifecycle
 The project will be delivered within the budget $80,000 +-10%
 The maximum estimated budget of the project will be 90 days +-10%
Risk register
1: very low; 2: Low; 3: Medium; 4: High; 5: Very High
Risk
ID
Description Probability Impact severit
y
Assigned To Response Strategy Threat or
Opportunity
R 05 Cost of the
project not
meeting
3 4 12 Project
manager
Regular baseline
meeting (Heagney,
2016)
Threat
R 04 Schedule
increment
5 5 25 Project
planner
Proper planning Opportunity
R 03 Design
issues
4 3 12 Web
Designer
Regular audit and
proper planning
Threat
R 02 Risks to
resource
availability
4 4 16 Resource
manager
Proper estimation of
the resources
considering each
activity of the project
Threat
R 01 Bugs or
software
issues
3 5 15 Software
engineer
Regular auditing and
monitoring (Meredith
& Mantel, 2014)
Threat
Part Five Quality Management Plan
Team Philosophy
Every individual of the team will be responsible for delivering their sector of the project
activities; meeting the baseline or benchmark set for the delivery of the project. The quality of
the deliverables will be assured by each of the team members throughout the project delivery.

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Set of Verification Activities
1. Milestones: After the completion of each of the project phase.
2. Quality of Deliverables: throughout the project, lifecycle considering the delivery of each
project activity.
3. End Consumer Requirements: Before the execution of the project and after launching the
system.
Set of Validation Activities
1. ROI: Before executing the project
2. Testing: After integration and development of the proposed information system
3. Simulation: throughout the auditing and monitoring phase of the project
Part Six
Annotated Bibliography
Please check Appendix for annotated bibliography
Closure Checklist
Closure checklist Checklist options (Done, Pending, NA)
Documentation review <To be filled after project completion>
System evaluation <To be filled after project completion>
Risk evaluation and management <To be filled after project completion>
Changes made in the project <To be filled after project completion>
Employees training <To be filled after project completion>
Hand covering the project <To be filled after project completion>
Project Evaluation
Evaluation Criteria Option
Feasibility of the developed plan Yes  No 
Design feasibility Yes  No 
Results evaluation Yes  No 
Organization operation feasibility Yes  No 

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References
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Cagliano, A. C., Grimaldi, S., &Rafele, C. (2015). Choosing project risk management
techniques. A theoretical framework. Journal of Risk Research, 18(2), 232-248.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John
Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E. W., & Gray, C. F. (2017). Project management: The managerial process. McGraw-
Hill Education.
Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. John
Wiley & Sons.
Norton, P., Burch, J. &Hendron, B. (2008). [online] Nrel.gov. Available at:
https://www.nrel.gov/docs/fy08osti/42448.pdf [Accessed 18 May 2019].
Riol, H., &Thuillier, D. (2015). Project management for academic research projects: balancing
structure and flexibility. International Journal of Project Organisation and
Management, 7(3), 251-269.

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Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Walker, A. (2015). Project management in construction. John Wiley & Sons.

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Appendix
Article 1: Norton, P., Burch, J. &Hendron, B. (2008). [online] Nrel.gov. Available at:
https://www.nrel.gov/docs/fy08osti/42448.pdf [Accessed 18 May 2019].
(Norton, Burch and Hendron 2008) presented a research over the closure and evaluation
of Building Americas. The writers emphasized over the real-world implications of the project
closure and evaluation over the project. The writers demonstrated the importance of the project
closeout in addition to the technical processes those are crucial for the smooth and effective
delivery of the entire project. The information was relevant to the project delivery including all
other phases than the project closure and also emphasized over the project closure as the same
importance as that of the others. The paper emphasized over the construction projects however,
the managerial concepts can be interlinked with the IS/IT projects and thus, the importance of the
project closure can be seen throughout the project. The regular evaluation an auditing can
alternatively contribute in the quality assurance and management considering the final outcomes
of the project.
Article:Riol, H., &Thuillier, D. (2015). Project management for academic research projects:
balancing structure and flexibility. International Journal of Project Organisation and
Management, 7(3), 251-269.
The writers demonstrated the project management and managerial approaches those are crucial
for the project deliveries, irrespective of the type of the project. The project evaluation has been
considered as the important part of the entire project management. It can alternatively allow the
project managers to be well informed about the required deliveries and what is being delivered
throughout the project. The Project closure has been introduced as the last phase of the project

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and writers gave this phase same importance as that of the others (Riol and Thuillier 2015). The
approaches could help in developing the approaches those could allow the project managers to
record and document the project details and all the deliveries. It will allow to record the proper
documentation necessary for the lessons gathering, project related details, the activities delivered
by the different stakeholders and the responsibilities of each of the project activities.
Article:Cagliano, A. C., Grimaldi, S., &Rafele, C. (2015). Choosing project risk management
techniques. A theoretical framework. Journal of Risk Research, 18(2), 232-248.
Cagliano, Grimaldi &Rafele (2015) recommended a framework that is highly effective
and efficient in managing and limiting the risks throughout project lifecycle. They discussed over
the importance of the risk management and how this technique can be used for identifying,
prioritizing and developing the strategies those could mitigate the project risks. The theoretical
framework discussed the various approaches those could be used for the risk-free projects and
allow the project managers to have strategic set of the planning that can alternatively contribute
in the effective delivery of the IT/IS projects. They mentioned a statement highlighting that the
risks will always be there in the projects, it is the approaches of the project manager those could
possibly allow the successful deliveries of the entire project. The framework can also be applied
in the IT/IS projects where those could be meeting the requirement and the needs of the project
and its management. Major emphasis was given on the identification of the risks as according to
the writers, the identification of the risks is the most complex and the crucial phase of the risk
management technique.