Project Management

This document provides a theoretical explanation of each project element in project management, such as project scope, business case, milestone schedule, risk assumptions, resource estimate, stakeholders, team operating principles, lessons learned, and charter signatures. It also includes a practical example of a charter for moving an office to a new location. Find study material, solved assignments, and essays on project management at Desklib.

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

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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 Risk assumptions and constraints....................................................................................3
A.5 Resource estimate............................................................................................................4
A.6 Stakeholders....................................................................................................................4
A.7 Team operating principles...............................................................................................4
A.8 Lessons learned...............................................................................................................4
A.9 Charter signatures............................................................................................................5
Part B: Practical example of a charter........................................................................................5
B.1 Letter to sponsor..............................................................................................................5
B.2 Project scope....................................................................................................................5
B.3 Business case...................................................................................................................6
B.4 Milestone schedule and deliverables...............................................................................6
B.5 Risk assumptions and Constraints...................................................................................8
B.6 Resource estimate............................................................................................................9
B.7 Stakeholder register.......................................................................................................10
B.8 Team operating principles.............................................................................................12
B.9 Lessons learned.............................................................................................................12
B.10 Charter Signature.........................................................................................................12
Bibliography.............................................................................................................................14

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Part A: Theoretical explanation of each project element
A.1 Project scope
Project scope is considered as one of the part of project planning that generally helps
in determining as well as documenting different types of project goals, deliverables, tasks,
costs as well as deadlines of the project (Badewi 2016).
A.2 Business case
The business case is one of the document that generally helps in facilitating a
decision for starting a new project, feature enchantment or for a major product development.
It generally contains different types of information that are generally required for the business
in order to make proper decisions (Carvalho and Rabechini Junior 2015)
A.3 Milestone schedule and deliverables
The milestone schedule generally includes all the project activities as well as interim
steps that are generally required for the purpose of project implementation. The schedule of
the project must include milestones for the planning, development as well as construction of
various types’ project reports.
Deliverables is considered as one of the project management term that is utilized for
the quantifiable goods as well as services that will be provided for the successful completion
of the project (Conforto et al. 2016).
A.4 Risk assumptions and constraints
Risk assumption is considered as one of the legal theory that helps in reflecting that a
person generally knew that a situation is dangerous but voluntarily entered within the
situation by knowing the risks.

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Project constraint is defined as one of the project restriction that helps in defining the
limitation as well as scope of the project that are generally known as the triple constraint of
the project (De Carvalho et al. 2015).
A.5 Resource estimate
Resource estimation is considered as one of the procedure that is used by the project
team for successfully compiling the different list of resources that are generally required in
order to complete the project tasks.
A.6 Stakeholders
A stakeholder can be a person, group or an organization that generally has proper
interest or concern within an organization. It is found that the stakeholders are generally
affected by the action, policies as well as objective of the organization. (Hornstein 2015).
Some of the key stakeholders generally include creditors, directors, government, unions as
well as suppliers that draws the business resources.
A.7 Team operating principles
Team operating principles are generally defined as the rules that are generally
followed by the project team in minimizing the conflicts and for building trust. It is quite
necessary for the project team to follow proper team operating principles in order to manage
the work of the team effectively (Kaiser, El Arbi and Ahlemann 2015).
A.8 Lessons learned
Lessons learned means the various types of learning that are achieved by performing
the work of the project. Proper learnings from the project generally helps in reflecting on the
project experiences as well as on the experiences of others.

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A.9 Charter signatures
Project charter signature generally helps in reflecting that the work of the project is
completed and the project that was undertaken is successful.
Part B: Practical example of a charter
B.1 Letter to sponsor
To CEO,
Insurance Company,
Respected Sir,
This is to inform you that that the lease of our office has been expired and the landlord of
the premise has indicated that no renewal work will be performed and provide two months of
time for vacating the premises. Therefore, it is quite necessary to identify a new location in a
nearby suburban for moving the office and for this budget of around $100,000 is needed.
Kindly, approve the project and provide the required money for moving the office
successfully with very little disruption.
Thanking you,
(Project manager)
B.2 Project scope
The main scope of the project is listed below:
 Moving the office to a suburban new location
 Packing the computers and telephones for moving
 Finding new office
 Analyzing the cost of moving to the new office
 Setting the computers and other things in the new office

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B.3 Business case
The paper mainly reflects on an insurance company that is mainly located in a
suburban location. It is found that the lease of the company has expired and therefore the
landlord of the company provides two months of time for vacating the office premises. The
main aim of the project is to determine the location in a new suburb for moving the office to a
new premise. It is the responsibility of the project manager to move the project with at least
disruption to the present staffs within the budget of around $100,000. The communication as
well as information technology team will work for packing as well moving the computers and
telephones to the new office and they generally ensure that all the equipment will be
operational before Monday.
B.4 Milestone schedule and deliverables
The milestone schedule and deliverables that are associated with the project are
generally provided in the table below:
WBS Task Name Duration Start Finish
0
Moving the office to suburban
location
6 wks. Tue 19-03-19 Thu 25-04-19
1 Project initiation phase 1.2 wks. Tue 19-03-19 Tue 26-03-19
1.1 Business case development 2 days Tue 19-03-19 Wed 20-03-19
1.2 Feasibility study 1 day Thu 21-03-19 Thu 21-03-19
1.3 Project charter establishment 2 days Fri 22-03-19 Mon 25-03-19
1.4 Team members recruitment 1 day Tue 26-03-19 Tue 26-03-19
1.5
Milestone 1: Completion of
project initiation phase
0 days Tue 26-03-19 Tue 26-03-19
2 Project planning phase 2.4 wks. Wed 27-03- Thu 11-04-19

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19
2.1 Determining the needs 1 day Wed 27-03-19 Wed 27-03-19
2.2
Gathering details about the
project
1 day Thu 28-03-19 Thu 28-03-19
2.3 Confirming the project work 2 days Fri 29-03-19 Mon 01-04-19
2.4 Project plan development 2 days Tue 02-04-19 Wed 03-04-19
2.5 Resource plan development 1 day Thu 04-04-19 Thu 04-04-19
2.6 Creation of plan for move 1 day Fri 05-04-19 Fri 05-04-19
2.7 Quality plan 2 days Mon 08-04-19 Tue 09-04-19
2.8 Risk management plan 1 day Wed 10-04-19 Wed 10-04-19
2.9 Making draft for project budget 1 day Thu 11-04-19 Thu 11-04-19
2.10
Milestone 2:Completion of
planning phase
0 days Thu 11-04-19 Thu 11-04-19
3 Project execution phase 1.8 wks. Fri 12-04-19
Mon 22-04-
19
3.1 Finding new office 3 days Fri 12-04-19 Tue 16-04-19
3.2 Making arrangement for move 2 days Wed 17-04-19 Thu 18-04-19
3.3
Packing of computer and
telephone for the move
1 day Fri 19-04-19 Fri 19-04-19
3.4
Moving computers, phones,
server to new location
2 days Sat 20-04-19 Sun 21-04-19
3.5
Setting up computer and phones
for all staffs
1 day Mon 22-04-19 Mon 22-04-19
3.6 Milestone 3: Completion of 0 days Mon 22-04-19 Mon 22-04-19

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execution phase
4 Closure phase 0.6 wks. Tue 23-04-19 Thu 25-04-19
4.1 Stakeholder sign off 1 day Tue 23-04-19 Tue 23-04-19
4.2 Documentation 2 days Wed 24-04-19 Thu 25-04-19
4.3
Milestone 4:Completion of
closure phase
0 days Thu 25-04-19 Thu 25-04-19
B.5 Risk assumptions and Constraints
Assumptions
The assumptions that are generally made within the project are generally listed below:
Budget: It is assumed that $100,000 is enough for moving the office to a new
suburban location.
Time: The project manager generally makes assumption that the project will be
completed successfully within 6 weeks.
Resource availability: It is found that it will be quite easy to determine the resources
for completing the work of the project successfully.
Constraints
The project constraints that generally creates obstruction within the project are
generally elaborated below:
Time: If the project team members are unable to complete the project on time then it
can cause delay within the project.
Budget: If the budget that is allocated for the project is not enough then it can cause
number of financial issues within the project.

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Scope: If the project manager will not follow the project scope properly then it will
cause number of problems in completing the work of the project effectively.
B.6 Resource estimate
The resources that are needed for moving the office to a new suburban location is
generally elaborated below:
Financial resources: It is found that budget of around $100,000 is generally needed
in order to complete the work of the project effectively.
Human resources: The human resources who are associated with the project are
generally elaborated below:
 Project manager
 CEO
 ICT manager
 Administrator manager
 Subject matter expert
 Workers
 Hr manager
 Financial manager
B.7 Stakeholder register
Name Position Internal/external Project role Contact
information
<Please fill> Project
manager
Internal The project
manager is
mainly
responsible of
<Please fill>

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managing the
work that
needs to be
done for
moving the
office.
<Please fill> CEO Internal The CEO
provides
approval as
well as
sponsors the
project.
<Please fill>
<Please fill> ICT manager Internal The ICT
manger is
mainly
responsible for
moving the
telephones and
computers.
<Please fill>
<Please fill> Administrator
manager
Internal The administer
manager will
be responsible
of
administering
the entire
<Please fill>

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project.
<Please fill> Subject matter
expert
Internal Subject matter
expert will
move the
equipment’s,
telephones as
well as other
materials to the
new office.
<Please fill>
<Please fill> Hr manager Internal The HR
manager is
mainly
responsible of
recruiting
project team
for moving the
office to a new
premise in a
suburb
location.
<Please fill>
B.8 Team operating principles
The team operating principles of the project are generally listed below:
 It is quite necessary to become open as well as honest within one another
 It is quite important to treat one another with respect and dignity

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 It is quite important to respect each other’s ideas and opinions
 It is quite important to honour the commitments
 It is quite necessary to support as well as invest within each other’s development
B.9 Lessons learned
The lessons that are learned from the entire project mainly include:
 It is very much necessary to follow the scope of the project properly for achieving the
project goals as well as objectives
 Completion of project within the assumed time and budget is necessary for avoiding
delays as well as for resolving the project related challenges within the project.
B.10 Charter Signature
The table that is reflected below shows the charter signature of all the team members
who are associated with the project.
Stakeholder Signature
Project manager <Please Fill>
CEO <Please Fill>
ICT manager <Please Fill>
Administrator manager <Please Fill>
Subject matter expert <Please Fill>
Hr manager <Please Fill>

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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.
Carvalho, M.M.D. and Rabechini Junior, R., 2015. Impact of risk management on project
performance: the importance of soft skills. International Journal of Production
Research, 53(2), pp.321-340.
Conforto, E.C., Amaral, D.C., da Silva, S.L., Di Felippo, A. and Kamikawachi, D.S.L., 2016.
The agility construct on project management theory. International Journal of Project
Management, 34(4), pp.660-674.
De Carvalho, M.M., Patah, L.A. and de Souza Bido, D., 2015. Project management and its
effects on project success: Cross-country and cross-industry comparisons. International
Journal of Project Management, 33(7), pp.1509-1522.
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.
Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management
beyond project selection techniques: Understanding the role of structural
alignment. International Journal of Project Management, 33(1), pp.126-139.
Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through
project control in infrastructure projects. International Journal of Project
Management, 35(6), pp.1167-1183.

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Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on
project success and on the execution of business strategies. International Journal of Project
Management, 33(1), pp.53-66.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), pp.278-290.