University of California Estimated Equipment and Facilities Project Charter After completing your stakeholder analysis and developing your stakeholder regi

University of California Estimated Equipment and Facilities Project Charter After completing your stakeholder analysis and developing your stakeholder register, you started working on your next project, which will be to develop a project charter. You started to gather information from various stakeholders via interviews and e-mails. The latest e-mail you sent caused quite a response. Several meetings were centered on the project charter, statement of work (SOW), work breakdown structure (WBS), and enterprise environmental factors and organizational process assets that you will use to complete the second and most important deliverable at this stage, the project charter. Jim comes to your desk one afternoon for further discussion.

“Our team meetings on the SOW, project charter, WBS, and environmental factors and organizational process assets have been very productive,” says Jim. “Thanks for getting this project charter moving in the right direction.”

“Anytime,” you say.

“So, based on our last team meeting, do you think we are ready to write a concise SOW and the project charter?” asks Jim.

“I think we have enough information to assess risks, assumptions, define scope inclusions and exclusions, objectives, business need, milestones, high-level budget breakdown, acceptance criteria, and constraints,” you say.

“Have you ever prepared a WBS before?” asks Jim<.>

“I have,” you say. “Prior to working at ACH, I was an associate project manager for an engineering firm on the West Cost.”

“Oh, that’s great!” says Jim, handing you a document, saying, “Here is a simple template that combines all three deliverables: the SOW, the project charter, and the WBS. Do you think you can update the project charter for me with all of the required information?”

“Sure,” you say, looking at the document. “You know, in my previous job, we developed three separate documents for these three deliverables.”

Jim smiles and says, “Oh, believe me I know that, but as you know we’re a small organization and have developed our own ways of managing project records within the overall project management PMBOK®Guide framework. Remember, the PMBOK® Guide framework is a tool kit and we’ve taken from it what works well for us here.”

PMBOK is a registered mark of the Project Management Institute, Inc.

After Jim leaves, you start working on the project charter for the next meeting. You use all of the information you gathered and follow the direction under each section of the Project Charter Template to ensure completeness. Project Charter
Start Date:
NOTE: Remove this note and all instructions in the template for a business professional
What is your project going to accomplish? How does this project
relate to overall strategic goals and objectives of the company? Is it
part of a program or larger project?
SOW: Project
and Project
What will this project create? What are the outcome products being
created with this project? At a high level, how do you plan on
completing the work required for this project? List at least five highlevel deliverables (outputs) that will be generated from the execution
of this project. This section will help to prepare for your project scope
and WBS later in the course.
The SOW must contain an appropriate level of detail so all parties clearly understand what
work is required, the duration of the work involved, what the deliverables are, and what is
acceptable. This section should provide a general description of the project as well as
highlight the project’s background and what is to be gained by the project. As the SOW
often accompanies a request for proposal (RFP), the SOW introduction and background is
necessary for bidding vendors to familiarize their organizations with the project.
What objective is this project designed to meet? List a high-level
objective statement for the overall project and at least three to five
goals required to meet this objective. These must be measurable. For
example, if an objective of the project is the cut cost, then by how
much will costs be cut?
Why should we do this project? What will be gained, changed, or
modified? Is there a financial or business reason to do this project?
Project Charter
Explain, in detail, how this project will be beneficial to the project
What are the key milestone dates associated with the project?
Milestones may show the completion of a set of major deliverables or
phases. List at least 10 milestones and provide estimated end dates
for each. Milestones must have associated dates.
What is the estimated budget for this project? Do not research your
project cost; this is an estimate. This does not need to be close to
your project’s actual costs when your project planning is complete in
Week 6. This is an order of magnitude estimate.
Estimated Labor
Estimated Materials
Estimated Contractors
Estimated Equipment and
Estimated Travel
Total Estimated Cost
User Acceptance
What are the minimum success criteria as defined by the key
stakeholders? How will you monitor and measure the project
quality? How will the project owners determine if the project is a
success or not? These must be detailed and measureable.
What are the assumptions on which the project is based? What 7–10
statements do you believe to be true or will become true about the
project during project execution but cannot be sure at this time?
Project Charter
What are the major limiting factors that affect the project? What 8–10
rules, regulations, requirements, laws, processes, or procedures are
you bound by on this project?
What are the boundaries of the project? To ensure that your project
scope is properly constrained, identify 8–10 things that will be excluded
from the project plans. What items will be not be included in the
Major Risks
What are the major risks affecting the project? List a minimum of 7 to
10 risks. These risks must occur during the project, not after the
project finishes or before the project starts. The risks defined should
be directly associated with the project implementation.
Project Charter
Work Breakdown Structure The PMBOK defines the WBS as “a deliverable-oriented
hierarchical decomposition of the work to be executed by the project team to
accomplish the project objectives and create the required deliverables”. So your WBS
should start by outlining those major deliverables you outlined in your SOW or in your
scope document, if one has been developed. The lowest level of your WBS is called a
work-package. Please review your textbook and the PMBOK on ways you can create
your WBS. You should keep your WBS here at a very high-level. Here is a simple
example of a WBS.
Project: Remodel Basement Room
– 1.0 Project Management
– 2.0 Structural Work

2.1 Frame walls and door

2.2 Install wallboard and tape/sand

2.3 Install egress window
– 3.0 Electrical Work

3.1 Install additional circuit
– 3.1.1 Upgrade electrical service
– 3.1.2 Install separate circuit for computer and lighting

3.2 Run wiring

3.3 Install outlets and ceiling lights
– 3.4.1 Install GFI outlets
– 3.4.2 Install track lighting opposite window
– 3.4.3 Test
– 4.0 Paint Room
– 5.0 Lay Carpet
Project Charter
Project Core
Subject Matter
Experts (SMEs)
(What resources
will you need with
special expertise?)
Type Name
Project Manager Approval
Customer/Sponsor Approval

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