Charter Nonstarter by Eric Stedfeld, NYU
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Transcript of Charter Nonstarter by Eric Stedfeld, NYU
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Charter Non-Starter
Utilizing the Scope of Work document as a Charter alternative
Eric Stedfeld, CAPM, NYU LibrariesDLF Fall Forum, Baltimore MD, November 2, 2011
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Charter Non-Starter
• An evolving approach and how we got here• Charter vs. Scope Statement – defining the
rules• PMBOK Guide, also evolving• Observations, conclusions and questions
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Progress…?
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Particular Needs
• Standardize and better document our processes and deliverables
• Streamline documentation and keep it lightweight
• Communicate simply, clearly and quickly to clients and team
• Provide guidance early in the project, rather than after the fact
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Initiation Process
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Initiation Process
• Sequencing workflow diagram• Project Proposal form• Initiation meeting• Follow-up email• Project charter
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Initiation Process
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Initiation Process, the Good
• Better channeling and documenting of project requests
• Quicker responsiveness to received requests• Better articulation of expectations - “on the
same page”• Repeatable process for initiating similar
projects
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Initiation Process, the Not-so-good
• Unclear and cumbersome approval process• Initiation documentation creation too slow -
“after the fact”• No standardized change request process
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Charter to Scope of Work
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Scope of Work, the Good
• Buy time in approval process• Buy time for adding dates to later deliverables• Allow revisions while pinning down what’s
needed• Goal: once deliverables and dates are fixed,
lock down document and rename it Charter
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Scope of Work, the Not-so-good
• No overt approval• Delayed dates for deliverables• No transition to Charter
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It’s Working – Factors in Our Favor
• Fairly predictable set of projects• Experienced team with high level of
understanding and trust• Continues tacit approval process from
previously• Most (non-grant-funded) projects have
modest deadlines
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New Challenges
• Defining roles and responsibilities of a smaller number of project managers
• Growing number of projects and expectations• More choices, priorities and “approvals” will
need to be made
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Charter vs. Scope Statement - Defining the Rules
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Charter vs. Scope Statement
“The Charter is developed by the sponsor, and the Scope Statement is developed by the
project manager as a response - keep these two documents separate”
“The project Scope Statement is a part of the project Charter”
“The project Charter defines the scope of your project”
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Charter vs. Scope Statement
• Charter: product description; Scope Statement: project description, project product
• Charter: project manager; Scope Statement: project manager and team members
• Charter: basic needs of the work to be performed; Scope Statement: project objectives, client/sponsor’s expectations, critical success factors
• Charter: high level schedule; Scope Statement: deliverables and milestone plan
- Ricardo Vargas, past Chair of the PMI Board of Directors
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Charter vs. Scope Statement
• Diversity of definitions and distinctions• The Scope Statement may bring more detail and
specificity to the Charter• A lot of potential overlap between the Charter and
Scope Statement• Separate sources?
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Charter vs. Scope Statement – PMBOK Guide
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Scope Processes - PMBOK 3rd Ed.
• “Develop Preliminary Scope Statement”• “Scope Planning”• “Scope Definition”• Create WBS• “Scope Verification”• “Scope Control”
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Scope Processes - PMBOK 4th Ed.
• “Develop Preliminary Scope Statement”• “Scope Planning” “Collect Requirements”• “Scope Definition” “Define Scope”• Create WBS• “Scope Verification” “Verify Scope”• “Scope Control” “Control Scope”
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Scope Components• Stakeholder Register ->
Requirements Documentation• Requirements Documentation ->
Project Scope Statement, WBS, Accepted Deliverables, Change Requests and Work Performance Measurements
• Project Scope Statement -> WBS• WBS and WBS Dictionary• Scope Baseline - includes the Project Scope
Statement, WBS and WBS Dictionary
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“In short…” (conclusions)
• Preliminary Scope Statement – Miss U!• “Satisfice” – satisfy and suffice• Know the rules before breaking them – align
where possible, stray with caution• Stay tuned, as guidelines get further refined• Adopt practices that work for your
organization
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Questions?
Eric StedfeldNew York University Libraries
Digital Library Technology Services (DLTS) [email protected]