Project Management

This document provides a theoretical explanation of each project element, including project scope, business case, milestone schedule, resources estimate, stakeholders, team operating principles, lessons learned, and charter signature. It also includes a practical example of a project charter, with details on project scope, business case, milestone schedule, risk assumptions, resources estimate, and stakeholders register. The document is relevant for students studying project management.

Running head: PROJECT MANAGEMENT
Project management
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
Part A: Theoretical explanation of each project element.................................................................3
A.1 Project scope.........................................................................................................................3
A.2 Business case........................................................................................................................3
A.3 Milestone schedule and deliverables....................................................................................3
A.4 Resources estimate................................................................................................................3
A.5 Stakeholders..........................................................................................................................3
A.6 Team operating principles....................................................................................................4
A.7 Lessons learned.....................................................................................................................4
A.8 Charter signature...................................................................................................................4
Part B: Practical example of a charter.............................................................................................4
B.1 Letter to sponsor....................................................................................................................4
B.2 Project scope.........................................................................................................................4
B.3 Business case.........................................................................................................................4
B.4 Milestone schedule and deliverables.....................................................................................5
B.5 Risk assumptions and constraints.........................................................................................6
B.6 Resources estimate................................................................................................................6
B.7 Stakeholders register.............................................................................................................7
B.8 Team operating principles.....................................................................................................9
B.9 Lessons learned.....................................................................................................................9
B.10 Charter signature...............................................................................................................10
Bibliography..................................................................................................................................11

2
PROJECT MANAGEMENT
Part A: Theoretical explanation of each project element
A.1 Project scope
Project scope is one of the significant part of project planning which helps in
determining as well as documenting the different deliverables, costs, project goals as well as
deadlines of the project (Too, Le and Yap 2017).
A.2 Business case
Business case is one of the document that helps in providing proper justification related
with the project that is generally dependent on the estimated cost of development against the
different types of risks and anticipated business related benefits.
A.3 Milestone schedule and deliverables
The project milestone mainly includes all the activities of the project that are considered
toe significant for the execution of the project successfully (Preston et al. 2016).
Deliverables of the project are generally considered as the tangible action or item that
needs to be delivered within the project.
A.4 Resources estimate
Resource estimate is defined as one of the procedure which is utilized by the project team
for listing the resources that are generally required for the completion of the project.
A.5 Stakeholders
Project stakeholders are generally defined as an important entity that generally have
proper interest on a project. The stakeholders are generally categorized into external and internal
project stakeholders (Voinov et al. 2016).

3
PROJECT MANAGEMENT
A.6 Team operating principles
Team operating principles mainly includes fundamental norms, rules as well as values
that are general present for determining the rightfulness or wrongfulness of the entire actions
A.7 Lessons learned
Lessons learned is generally the learning that is generally gained from the process of
performing the entire project successfully (Levy, Goldberg and Dagan 2015).
A.8 Charter signature
The charter signature helps in reflecting that the entire project work is completed
successfully as per the project objectives that is made before initiating the project.
Part B: Practical example of a charter
B.1 Letter to sponsor
To CEO,
Insurance Company,
This is to bring into your kind consideration, that the lease of our company is going to end and
the owner of the company is not taking any initiative to renew the premise but asked to vacate
the office within 2 months of time. As the office will be moved to a new suburb area therefore a
project plan is created and as per the plan budget of around $100,000 is needed for moving the
office within very much little disruption. Kindly, provide the needed budget.
Thanking you,
(Project manager)

4
PROJECT MANAGEMENT
B.2 Project scope
The project scope mainly includes:
 Moving the present office premise to a new location
 Searching for a new office in a suburb area
 Packing and moving the telephones as well as computers with the help of ICT
manager
 Analyzing the budget that is mainly related with the project
B.3 Business case
The project mainly focuses on moving the present office to a new suburb location as the
lease of the present office has expired and the owner of the premise is not ready to make
refurbishment within the office. The owner of the office premise has given two months of time
so that the company can be moved from the present premise to a new suburb location. The main
aim of the project is to move the office with very much minimum disruption to staffs and
customers. It is the responsibility of the project manager to move the office within the budget
$100,000 within 6 weeks of time. In addition to this, it is found that the entire communication as
well as information technology team will work on the entire weekend for making sure that all the
equipment will become operational since Monday morning.

5
PROJECT MANAGEMENT
B.4 Milestone schedule and deliverables
The milestone schedule and deliverables for moving the present office to a new suburb
location is mainly reflected with the help of the figure that is generally provided below:
Figure 1: Milestone schedule and project deliverables
(Source: Created by Author)

6
PROJECT MANAGEMENT
B.5 Risk assumptions and constraints
Assumptions: The expectations that occur within the project are generally elaborated below:
 The project manager makes an assumption that the work of the project must be completed
successfully within the expected time and budget
 All the team members of the project must be present within the meeting in order to
resolve the project related issue
 The new premise for the office will be found quite easily without facing any type of issue
or challenges.
Constraints: The restriction that generally limits the project progress are generally
reflected below:
 Scope: The inability of following the scope of the project can cause delay in project
completion thus, it is necessary to follow the scope of the project.
 Time: The project must execute all the activities within 6 weeks of time otherwise the
project manager will face a number of problems in completing the project on time.
 Budget: If the budget of the project overflows then it can raise number of financial issues
within the project.
B.6 Resources estimate
The resources that are generally estimated for moving the office to a new location is
mainly listed below:
Financial resources: It is analyzed that budget of around $100,000 is generally required
for competing the work of the project.

7
PROJECT MANAGEMENT
Human resources: The individuals who work for moving the office are generally listed
below:
 CIT manager
 CEO
 Subject matter expert
 HR manager
 Financial manager
 Project manager
 Administrator manager
B.7 Stakeholders register
Role Responsibilities Internal/External Influence Contact
information
CIT manager The CIT
manager is
responsible of
managing the
work for moving
the office to a
new location.
Internal High <Please fill>
CEO The CEO
sponsors budget
for moving the
office to a new
Internal High <Please fill>

8
PROJECT MANAGEMENT
location.
Subject matter
expert
The subject
matter experts
are mainly
responsible for
moving the
telephones and
computers.
Internal Low <Please fill>
HR manager The HR
manager is
responsible for
hiring new
members.
Internal low <Please fill>
Financial
manager
They are
responsible for
managing the
project budget.
Internal Low <Please fill>
Project manager The project
manager takes
the entire
responsibility for
managing the
project from the
Internal High <Please fill>

9
PROJECT MANAGEMENT
initiation phase.
Administrator
manager
The
administrator
manager takes
the
responsibility of
administering
the work of the
project.
Internal High <Please fill>
B.8 Team operating principles
The principles that are helpful for team operation are generally elaborated below:
 The team members must remain honest and open with other project team members
 The project team must be treated with proper respect so that they can feel dignified
 The opinions as well as ideas of team members must be treated with proper respect
 The commitments of the team members must be honoured.
B.9 Lessons learned
The lessons that are learned after undertaking the entire project successfully are
generally listed below:
 It is learnt that project scope must be used for achieving the objectives of the project so
that the project can be executed within the expected time and budget.
 The project team must track the schedule of the project on a weekly basis for making sure
that the entire work of the project is on track.

10
PROJECT MANAGEMENT
B.10 Charter signature
Stakeholder Signature
Project manager <Please Fill>
CEO <Please Fill>
ICT manager <Please Fill>

11
PROJECT MANAGEMENT
Bibliography
Badewi, A., 2016. The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), pp.761-778.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Levy, O., Goldberg, Y. and Dagan, I., 2015. Improving distributional similarity with lessons
learned from word embeddings. Transactions of the Association for Computational
Linguistics, 3, pp.211-225.
Preston, J., Armstrong, J., Kovacs, A., Liu, R., Ye, H., James, P., Wang, X., Moller, F.,
Roggenbach, M., Nguyen, H.N. and Chen, L., 2016. DITTO Project Deliverable 1.3 Milestone 8
Towards Tool Interaction and Safety Assessment.
Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015.
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.
Too, E., Le, T. and Yap, W., 2017. Front-end planning-The role of project governance and its
impact on scope change management. International Journal of Technology, 8(6), pp.1124-1133.

12
PROJECT MANAGEMENT
Voinov, A., Kolagani, N., McCall, M.K., Glynn, P.D., Kragt, M.E., Ostermann, F.O., Pierce,
S.A. and Ramu, P., 2016. Modelling with stakeholders–next generation. Environmental
Modelling & Software, 77, pp.196-220.