Refining Project Charters: Effective Information Collection Methods

This report delves into the essential methods for refining a project charter or Request for Proposal (RFP) to ensure project success. It emphasizes the importance of defining quality expectations from the project's outset, meeting specifications, and managing resources effectively. The report highlights the critical role of project managers in ensuring customer satisfaction by exceeding expectations and fostering strong working relationships. Effective communication strategies, such as regular progress reports, meetings, and timely updates, are discussed as key elements in keeping customers informed and managing their expectations. Ultimately, the report underscores the need for integrating these methods to deliver intended outcomes, with a focus on tangible results and customer-centric approaches, all of which should be contained in or remain under a subsidiary plan of project management.

Running head: REFINING PROJECT CHARTER
Refining project charter
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Author Note

1REFINING PROJECT CHARTER
Three ways to obtain or collect information to further refine the project charter or
RFP:
Introduction:
A project is an essential endeavour in accomplishing particular aims. This is done through
distinct sets of tasks that are interrelated including using different resources. The project comprises of
clear objectives establishing what is needed to get accomplished.
The following study has elaborated on three ways to gain or gather data. These are meant to
refine the RFP or project charter further.
Ways of obtaining intended information:
The first step is that quality expectations are to be defined by the onset of those projects. Here,
the project work scope is to be accomplished in a quality way, and then specifications are to be met.
Here, for instance, different in-house building project along with customer expecting workmanship are
intended to meet specifications1. Moreover, finishing off work scopes leaving windows are to be
present that are difficult to open and close.
Secondly, different resources are required to perform project tasks. They should accomplish
those project objectives. These resources have included facilities, types of equipment, materials and
people and many more. Further, human resources have involved people with particular skills and
expertise. Specific quantities of every kind of resources having particular knowledge are needed at
1 Al-Khouri, A.M., 2015. Program and Project Management of Technology Endeavours. In Program Management of
Technology Endeavours (pp. 133-174). Palgrave Macmillan, London.

2REFINING PROJECT CHARTER
specific time periods as the project moves on 2. These perquisites of funds for projects that are found to
be aligned with various kinds types and amounts of available resources. This occurs during the time as
they are required.
At last, the role of the managers has been lying in giving assurance that the customers get
satisfied. It has been going beyond just completing project scopes under budgets and schedule to ask
whether the sponsor or customers get confident during the ending of that project. This indicates that
through meeting expectations of customers3. However, they have been developing and control an
excellent relationship of working around the project. This shows modern communications along with
sponsors and customers for keeping customers informed and determine whether the expectations are
changed4. Here, regularly scheduled progress reports and meetings, e-mails and phone discussions are
instances of ways to finalize those communications.
Conclusion:
The report has analyzed that, the scope of different activities gets accomplished with an
effective and quality manner. This also includes the satisfaction of customers and various other
discussions stated in project charter or RFP. Here the objective is tangible, and products are to be
produced that is needed to be delivered. The processes mentioned above must interact with each other
2 Ylitalo, T., 2015. Wooden packaging waste reuse and refining.
3 Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project
manager. John Wiley & Sons.
4 Cline, A., 2015. The Birth of a Project: Portfolio Management. In Agile Development in the Real World (pp. 25-42).
Apress, Berkeley, CA.

3REFINING PROJECT CHARTER
and various knowledge areas. Above all, these kinds of methods should be integrated well to assure that
project results in delivery of the intended outcomes. These three plans should be contained in or remain
under a subsidiary plan of project management.
References:
Al-Khouri, A.M., 2015. Program and Project Management of Technology Endeavours. In Program
Management of Technology Endeavours (pp. 133-174). Palgrave Macmillan, London.
Cline, A., 2015. The Birth of a Project: Portfolio Management. In Agile Development in the Real
World (pp. 25-42). Apress, Berkeley, CA.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the
practicing project manager. John Wiley & Sons.
Ylitalo, T., 2015. Wooden packaging waste reuse and refining.