SMO 686 - Project Charter Example

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Printed on Printed on Printed on Printed on 05/25/2010 7:51 AM05/25/2010 7:51 AM05/25/2010 7:51 AM05/25/2010 7:51 AM

North American Unicorn Committee

DRAFT - 05/25/2010 7:51 AM

Sierra Systems Group Inc. 10104 - 103rd Avenue Suite 1300 Bell Tower Edmonton, AB T5J 0H8 Canada www.SierraSystems.com


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TABLE OF CONTENTS

1. Introduction .................................................................................................................................. 1

1.1. Purpose of a Project Charter ............................................................................................... 1

1.2. Background ........................................................................................................................ 1

2. Project Objective and Scope ........................................................................................................ 3

2.1. Project Objective ................................................................................................................ 3

2.1.1. Anticipated Outcomes Short-term ....................................................................... 3

2.1.2. Anticipated Outcomes Long-term ....................................................................... 4

2.2. Process Objectives .............................................................................................................. 4

2.3. Scope .................................................................................................................................. 4

2.4. Out of Scope ....................................................................................................................... 5

3. Project Structure and Staffing ...................................................................................................... 6

3.1. Project Team....................................................................................................................... 6

3.2. Project Organization ........................................................................................................... 7

3.3. Roles and Responsibilities .................................................................................................. 8

4. Project Approach ....................................................................................................................... 11

5. Work plans for the Landscape Planning Teams ......................................................................... 14

5.1. Overall Work Plan ............................................................................................................ 14

5.2. Landscape Planning Work Plan........................................................................................ 15

5.3. Communication Schedule ................................................................................................. 17

6. Milestones .................................................................................................................................. 18

7. Issue and Risk Management ...................................................................................................... 19

7.1. Risk Management Plan ..................................................................................................... 19

7.2. Issues Management Plan .................................................................................................. 20

7.2.1. Assumptions ........................................................................................................ 21

Confidentiality/Validity

This document has been prepared by Sierra Systems for the sole purpose and exclusive use of North American Unicorn Committee. Due to the confidential nature of the material in this document, its contents should not be discussed with, or disclosed to, third parties without the prior written consent of Sierra Systems.


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8. Changes in Scope ....................................................................................................................... 22

9. Deliverable Review and Acceptance Processes ......................................................................... 23

9.1. Deliverable Review and Sign-off Process ........................................................................ 23

9.2. Quality Management ........................................................................................................ 24

10. Project Closeout Process .......................................................................................................... 25

11. Appendix A: Ammerville Landscape Team-Draft Terms of Reference .................................. 27

12. Appendix B: Project Charter Sign-Off..................................................................................... 30

13. Appendix C: Project Forms ..................................................................................................... 31


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1. INTRODUCTION

1.1. Purpose of a Project Charter

A Project Charter ensures that everyone with a stake in the projects success has a base knowledge about the project and is working toward the same objectives. It increases the feasibility of the project work plan by creating a common understanding of roles and responsibilities, timelines, deliverables, and processes. It is a critical project management tool, serving as a reference to keep the project on track and focused, and can help to mitigate issues throughout the project by providing a source of information about the projects structure and goals.

1.2. Background

Woodland Unicorn is a threatened species facing the challenges of small and declining populations, habitat dependency and sensitivity to human impacts. In 2005, a process of Unicorn Landscape Planning was adopted by the North American Government based on the North American Woodland Unicorn Recovery Plan 2004/05. The main product of the project outlined in this ALT (Ammerville Landscape Team) sub-charter is the Alternate Futures and Management Options Report, a technical document which provides advice to NAUCGB (North American Unicorn Committee Governance Board) on options for woodland Unicorn conservation and recovery within identified Unicorn landscape areas. The Alternate Futures and Management Options Report will:

Develop an assessment of current habitat and other factors (such as levels of predation) as they affect Unicorn;

Develop a projection(s) of estimated future habitat and other factors based on a variety of current and alternative management scenarios;

Identify desired future habitat and other factors conducive to Unicorn conservation and recovery within the planning areas;

Integrate with other land management policy, direction, and/or plans that may be in place and impacting on the same geographic area (several levels are suggested in the graphic on the right); and

Outline possible management options for the achievement of the desired future conditions within the planning areas.

The ALT will develop the Alternate Futures and Management Options Report. The team will have membership composed of technical experts and practitioners, and assisted by project advisors. The ALT team will be sponsored by the NAUCGB. The NAUCGB is a collaborative forum that reports to the CEO of North American Conservation Board and is made up of


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individuals from government, industry, Aboriginal groups, and environmental interest groups. The NAUCGB aims to promote and support the recovery of woodland Unicorn.

The NAUCs West Central Landscape Team used a committee-style approach to develop its Unicorn Landscape Plan. A deliverable-based project management approach is now desired to promote the timely development of a Unicorn Landscape Report in the Ammerville region. It is also desired to document this process to serve as a framework for the future development of Unicorn Landscape Plans in additional regions.


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2. PROJECT OBJECTIVE AND SCOPE

2.1. Project Objective

The objectives of this project are to:

1) Conduct modeling to support the science-basis for options and recommendations assessments;

2) Provide the NAUCGB with an understanding of the current and future situation in the landscape area, and the management options that would support viable Unicorn herds. The information content, format and quality should support the NAUCGB in its work of making recommendations to the CEO of Sustainable Resource Development with regards to options for the conservation of woodland Unicorn in northeastern North American; and

3) Provide the North East North American Regional Plan (NEARP) with ALT project deliverables, striving for deliverable dates, format and content that is compatible with NEARP, while at the same time ensuring that the needs of NAUCGB, the primary audience, are met.

2.1.1. Anticipated Outcomes Short-term

In the short-term, the anticipated management options and recommendations within the report should support the following goals:

Stabilize woodland Unicorn populations and affect a population increase (achieve positive population growth) for herds currently at risk of extirpation;

Achieve stable or positive population growth for herds currently known or believed to be in decline;

Maintain population stability or achieve positive population growth in currently stable woodland Unicorn herds;

Avoid loss of existing woodland Unicorn herds;

Determine woodland Unicorn population trends for herds where population information is lacking;

Determine the feasibility of restoring self-sustaining woodland Unicorn herds to former range areas; and

Ensure sufficient quality habitat (including type, amount, and distribution) is available at all times to sustain each woodland Unicorn herd and thereby allow range occupation.


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2.1.2. Anticipated Outcomes Long-term

In the long-term, the anticipated management options and recommendations within the report should support these goals:

Achieve self-sustaining Woodland Unicorn herds and maintain the distribution of Unicorn in North American;

Ensure the long-term habitat requirements for woodland Unicorn are met within North Americans Unicorn ranges; and

Manage industrial activity on Unicorn range in a manner consistent with Unicorn conservation requirements.

2.2. Process Objectives

The following objectives will be achieved through the course of the work plan set out in this sub-charter:

Follow a project management approach to ensure that timelines are met and project risks are flagged and appropriately mitigated;

Data management will occur through data sharing agreements with appropriate industry, government and non-government stakeholders. These agreements will be in place prior to the commencement of the ALT work to avoid work plan delays;

Identify new (not already on the known conflict list) policy and legislation conflicts to the ACC;

Work in accordance with NAUCGB direction; and

Provide feedback on the process successes and challenges.

2.3. Scope

This project will include the following:

Orientation workshop;

Current State Assessment:

Data collection and assessment,

Technical analysis and synthesis of data,

Report Preparation,

Business as Usual and Future State Assessments:

Data collection and assessment,


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Technical analysis and synthesis of data,

Data modeling,

Development of management options,

Final Report whose content will be directed by NAUCGB.

2.4. Out of Scope

The following tasks will be considered out of scope for the ALT, but will be the responsibility of members of the NAUCGB:

Research related to addressing key uncertainties identified through the Business As Usual (BAU) and Future State assessments;

Stakeholder engagement; and

Landscape Team human resource management (recruitment, performance issues, etc).


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3. PROJECT STRUCTURE AND STAFFING

3.1. Project Team

The ALT is composed of the following members:

Core:

Team Lead - Terry Smith1;

Technical expertise in Unicorn biology - Todd Jones;

Technical expertise in forest development - Dave Cheng;

Technical expertise in energy development - Peter Seller;

Technical expertise in parks and protected areas - Rick James;

Mitigation expertise - Paula Anderson;

Technical expertise in modeling - Terry Smith; and

Project Manager Melanie Jeffries.

Advisory:

Technical expertise in Unicorn biology - Nicole Andrews;

Technical expertise in parks and protected areas - Norman Dawson; and

Energy development - Kevin Francis; Bob Murray.

1 Names are fictitious


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3.2. Project Organization

This graphic illustrates the major players in the project and their relationships to one another. The roles and responsibilities of each player are described in the table below:

Project Sponsors----------------------

Landscape Teams Project Manager

-----------------------

Project Organizational Structure

Sierra Contract Project Manager

---------------------

Chinchaga Landscape Team Lead

Ammerville Landscape Team Lead

Integration Project Manager

--------------------


Project Support---------------------

Chinchaga Landscape Team

Ammerville Landscape Team


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3.3. Roles and Responsibilities

Roles

Responsibilities

Project Sponsors

Ensure adequate financial and human resourcing to carry out the project work plan and develop deliverables;

Define project success;

Communicate project priorities;

Set project objectives;

Make key decisions;

Approve all deliverables;

Facilitate access to information and people;

Take or facilitate timely and appropriate action to address risks and issues that arise throughout the course of the project;

Provide advice and act as liaison to the NAUCGB; and

Maintain contact with NEARP managers to facilitate an appropriate and timely exchange of information between projects.


Provide input to the definition of project success;

Provide input on priorities, decisions, and project objectives;

Meet as needed to provide input on project direction throughout the project;

Review deliverables and provide input that will contribute to quality assurance; and

Facilitate access to information and people.


Work one-on-one with Sierra Contract Project Manager and the ALT Project Manager to ensure the successful completion of project work plan;

Accept all deliverables;

Coordinate with Project Sponsors and ACC to gather and communicate input back to Sierra Systems;

Serve as first point of contact for issues and risks that arise during the course of the project;

Accept status updates;

Facilitate access to information and people; and

Facilitate access to meeting rooms, catering, and teleconferences as needed.

Sierra Contract Project Manager

Work one-on-one with Integration Project Manager and Project Sponsors to ensure the timely completion of contract requirements.


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Roles

Responsibilities

Coach Integration Project Manager and Project Sponsors in leading project management practices;

Provide regular work plan and budget status updates to Project Sponsors;

Manage the contract budget;

Provide input on Project Management practices and issues throughout the course of the project; and

Work with Project Sponsors and ACC to define project success, objectives, priorities.

Landscape Team Project Manager

Work one-on-one with the ALT to facilitate the development of Landscape Reports;

Provide regular work plan updates to the Integration Project Manager;

Identify and raise issues and risks that arise throughout the course of the project;

Assure the quality of deliverables;

Work with Project Sponsors and NAUCGB to align approach and deliverables with project objectives and priorities; and

Implement and manage communication plan.

Project Support

Deliverable editing and quality assurance;

Meeting support and facilitation;

Reporting support and facilitation; and

Communication support and facilitation.

Ammerville Landscape Team

Team Lead:

Lead team in completion of tasks;

Work Planning;

Work with Landscape Team Project Manager to assign project work to team;

Technical report writing;

Issue identification;

Primary authorship of material;

Initiate communications as per the communications plan; and

Lead team in completion of other tasks.

Core Members:

Research;

Technical analysis;

Scenario analysis;


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Roles

Responsibilities

Represent subject matter expertise (i.e. Energy, Forestry, etc);

Issue identification and reporting to Sierra Systems Landscape Team Project Manager;

Contribute to authorship of deliverables;

Regular communication and reporting; and

Completion of tasks as assigned by Landscape Team Project Manager and Team lead.

Advisory Members:

Review and provide input to deliverables;

Provide access to information and people;

Validate information and concepts with stakeholders;

Represent the views of constituency;

Attend meetings as requested; and

Communicate with Project entities as needed.


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4. PROJECT APPROACH

There are three major activities in this project. They are:

NAUCGB Review and Direction for developing landscape plans;

Data Acquisition and Management: The acquisition and analysis of technical data; and

Landscape Planning: The development of management options for Unicorn.

Activities in the overall project work plan must include all three of these components and acknowledges their interdependencies. These components fit together as follows. In order to ensure that technical work is not hindered by stakeholder involvement at the technical level, and that the ALT is not constrained in developing management options by the political and policy positions of community groups, stakeholder consultation will occur through the NAUCGB Review and Direction at key points of the process. The work of the NAUCGB will prepare the way for the work of the ALT. Data acquisition and management processes occur separate from the landscape planning process, however, the landscape planning process depends on the products of the data management process. Landscape planning leads to the development and analysis of Unicorn management options for documents called Landscape Plans.

Data Management

Landscape Planning

NAUCGB Review and Direction

LandscapePlans


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The following diagram shows a conceptual view of the strategy that is embedded in the work plan to develop landscape plans for the Ammerville area:

AND MANAGEMENT OPTIONS

NAUCB


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The key strategic components of this approach are as follows:

There is a gating process inherent in this approach, where NAUCGB is in charge of giving authorization to proceed to the next phase. This provides NAUCGB with a planned opportunity to assess phase results, and to use the assessment to either affirm the plans for the next phase or to modify them, based on the experiences to date;

The NAUCGB plays a leadership role. NAUCGB takes on the responsibilities of making decisions and providing formal direction to the work groups. Thus, NAUCGB is in charge of shaping the outcomes of each phase;

This approach maps the activities required to complete a landscape plan into the appropriate organizational unit. NAUCGB provides executive level direction and decision-making, aligns constituents across its membership, and provides oversight. Work groups prepare the project deliverables, submit them for review and can make recommendations to enhance the products;

There are opportunities for NAUCGB to seek advice and guidance to inform itself prior to developing formal direction to the work group. Thus, the direction can be based on what the best minds have to offer;

NAUCGB may ask for work groups to provide their work in iterative cycles within a phase. For example, after an initial overview of the first draft of BAU, NAUCGB can provide additional direction to the work group that will refine the BAU results;

This approach will be applied to two landscape plans, Ammerville and Chinton. Each of the two landscape plans can proceed at their own pace, independent of each other, but using this same approach. Since the approach for each group is parallel yet separate, the work products can be tailored to the individual landscape plan; and

Landscape teams can focus on the work plan activities, referring policy and political outstanding issues to NAUCGB.


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5. WORK PLANS FOR THE LANDSCAPE PLANNING TEAMS

5.1. Overall Work Plan

The following graphic provides an overview of the work plan for the ALT:

Phase 1: Initiation and Current Assessment

Phase 2: Business As Usual

Phase 3: Future Scenarios

Phase 4: Final Report

NAUCGB (Nov 2007- June 2005)

Work Groups (June July 2005)

NAUCGB

(July-Aug

2005)

ALT (July-Aug 2005)

NAUCGB (Aug - Sep 2005)

ALT (Aug - Sep 2005)

NAUCGB (Oct 2005)

ALT (Oct 2005)

Key

Act

iviti

es Project

initiation

Oversee project

Select landscape team

Develop sub-charter

Landscape team orientation

Conduct current assessment

Provide BAU direction

Review BAU results

Do BAU modeling

Provide Future Scenario direction

Do Future Scenario Modeling and Management Options

Assess options

Decide/recommend landscape plan

Approve report

Prepare Final Report under direction of NAUCGB

Del

iver

able

s

ACCBG Project Charter

ALT Orientation

Finalize work plan

Finalize sub-charter

Current assessment

Provide formal BAU direction

Sign-off BAU report

BAU report Provide formal Future direction

Sign-off on Alternate Futures and Management Options Report

Alternate Futures and Management Options Report

Send/Present to CEO

Final report

Communication: Project Management and Reporting


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5.2. Landscape Planning Work Plan

The following work plan is focused on the Landscape Planning process, including project start-up and close-out. This work plan is supported by a project schedule contained in the Appendices. To assist with team selection, Appendix A contains an original ALT Terms of Reference, based on the NAUCGB Charter.

Phase 1: Project Initiation and Current Assessment

Activities

Develop a draft NAUCGB Project Charter with input from the NAUCGB to ensure that everyone with a stake in the projects success is in agreement about the objectives and process that will be used to carry out the two landscape plans. NAUCGB will recruit Landscape Team members.

NAUCGB oversees the collection and compilation of data needed for a current assessment. This is expected to be completed under contract with ILM lab at the University of North American (Dr. Stan Boutin, lead).

Commence the team-related portion of project initiation, once the team has been chosen. Plan and conduct an orientation meeting for the ALT. Organize a presentation for the team on the current assessment data. Organize the data hand off to the team.

Develop an approach to the technical analysis that will encompass the current assessment, business as usual and the Alternate Futures.

Complete the current assessment, acquiring additional data if needed. Develop the Current Assessment Report and present to the NAUCGB.

Deliverables

ALT Project Sub-Charter;

Current Assessment Report; and

Project Status Reports.

Phase 2: Business as Usual

Activities

Develop detailed BAU scenarios based on the broad scenario direction provided by the NAUCGB.

For each scenario, assess the following:

Impact on Unicorn populations over time;

Management options; and

Potential implications (including policy implications) and trade-offs.

Compile a BAU Report. Present findings and recommendation to NAUCGB.

Deliverables

BAU Report; and


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Phase 3: Alternate Futures and Management Options

Activities

Develop detailed scenarios based on the broad alternate futures scenario direction provided by the NAUCGB.

Acquire additional data as needed.

Ensure that the modeling tool is set-up and available to conduct the required modeling.

For each scenario, assess the following:

Impact on Unicorn populations over time;

Management options; and

Potential implications (including policy implications) and trade-offs.

Compile a report that outlines the scenarios and their assessment. Provide options/recommendations.

Compile an Alternate Futures and Management Options Report. Present findings and recommendation to NAUCGB.

Deliverables

Alternate Futures and Management Options Report; and


Phase 4: Final Report

Activities

NAUCGB develops the recommendations for a Landscape Plan for Ammerville that is to be presented to the CEO.

Create a Final Report based on NAUCGB recommendations and directions.

Develop a project close-out report that details the successes and lessons learned.

Deliverables

Final Report; and



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5.3. Communication Schedule

This project will involve ongoing communication between the ALT, Project Managers, Project Sponsors, and the NAUCGB. Project status will be regularly monitored by the Landscape Team Project Manager. Status will be reported to the Project Sponsors on a monthly basis throughout the course of the project. Status will be reported using the Project Status Report template in the appendices. The following table describes the regular communications that will occur to maintain a high level of integration among the various project players.

Initiator Type of Communication

Method of Communication

Frequency Recipient

Landscape Team Project Manager

Status Reports Written Monthly


Issues and new risks Written and/or Agenda item on next meeting

As required

Discussions of deliverable review comments (if not urgent)

Verbal discussions in meetings

As required

Landscape Team Lead

Deliverable and work plan status tracking; upcoming deliverables

Teleconferences Biweekly Landscape Team Project Manager


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6. MILESTONES

This table will be confirmed once the Landscape Teams are formed. It is currently based on the work plans in the previous two sections. As the project moves away from the Initiation phase, project dates will be confirmed.

Phase Milestone NAUCGB or Landscape Teams Date

1 Sign-off on NAUCGB project charter

NAUCGB April 2005

1 Signoff on Landscape Team Terms of Reference

NAUCGB April 2005

1 Form Landscape Teams Landscape Teams May 2005

2 Sign-off on current situation NAUCGB July 2005

2 Instructions to each Landscape Team based on BAU

NAUCGB August 06, 2005

3 Communication of Alternate Future Scenarios to Landscape Teams

NAUCGB August 06, 2005

3 Submission of Management Options

Landscape Teams September 30, 2005

3 Sign-off on Management Options NAUCGB October 30, 2005

4 Recommendation to SRD / Final Report

NAUCGB October 30, 2005

4 Project Close NAUCGB October 30, 2005


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7. ISSUE AND RISK MANAGEMENT

7.1. Risk Management Plan

Risks are anything that affect the likelihood of the project being successful. Risks may be identified by any Project Team member to the Project Manager. Risks will be logged into the Risk Management Plan. The Project Manager will complete the assessment of the impact and risk management actions, and review this with the Project Sponsors. The Project Manager will monitor and report on risks identified in the Risk Management Plan. A template of the Risk Management Plan is in Appendix C.

There are also a number of risks that can be identified and planned for before the project even begins. The following table includes a list of these risks and a description of how the planned approach will help to prevent and mitigate each.

Risk Prevention/Mitigation Plan

1. Delays in decisions, approvals, or direction may impact the project schedule. Visibility of the Project Sponsor is often seen as an indication of commitment by stakeholders involved in the project.

Strong and visible project sponsorship contributes to project success.

The Project Sponsors have been identified and will be active participants throughout the project. The role of the Project Sponsor is clearly stated in the Project Charter.

2. Other commitments may distract the ALT members from completing tasks in a timely manner.

The ALT members will be dedicated resources whose employers have a stake in the projects success. Conflict in priorities will be addressed by the Landscape Team Project Lead and escalated accordingly if needed.

3. Technical expertise is required to assure the quality of deliverables.

Technical experts have been selected to form the Landscape Teams, and expert advisors will be engaged on an ad hoc basis throughout the project to validate information and make comments on the technical competency of major deliverables.

4. Lack of a single point of contact could hinder:

Project planning;

The successful achievement of project objectives;

Rapid issue resolution; and

The project timeline.

An Integration PM has been designated. The role of the Integration Project Manager is outlined in the Project Charter.


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Risk Prevention/Mitigation Plan

5. Delays in decisions and approvals may impact the project schedule.

The deliverable acceptance process is described in the Project Charter and will be approved by the Project Sponsors.

6. Non-availability or resistance of stakeholders can negatively impact the quality of deliverables and delay completion of project activities within the planned timeframes.

Where necessary, the NAUCGB will leverage existing relationships with stakeholders to help promote constructive discussions in interviews with Sierra Systems consultants.

Some off-line relationship building may be needed to promote trust, manage expectations, and ensure high quality information is obtained.

Any issues or risks related to stakeholder participation will be logged and managed by the Project Manager.

7. Late access to information will lead to lower quality deliverables. The ALT needs early access to relevant information so that the information can be analyzed and findings can be used in project planning and other project activities.

The NAUCGB will ensure that the team, through the Project Manager, has access to all background material that is relevant to the project.

Any information gaps that may jeopardize the ability of the ALT to complete their analyses will be logged as an issue.

Any issues or risks related to stakeholder participation will be logged and managed by the Project Manager.

7.2. Issues Management Plan

An issue refers to any matter that may impede project progress, and about which no agreement has been reached. Issues impacting the project may be identified and documented by any project team member. As issues are identified they will be entered by the Project Manager in the Issue Log. When identifying or documenting an issue, the person who identified it is to indicate the priority (high, medium or low) and when resolution is required by.

The Project Manager will work with the Project Sponsors to assign the Issue to the appropriate person for action. The Project Manager will monitor the issue log and report on issue progress. If the issue cannot be effectively resolved in the required time, it will be brought forward to the Project Sponsors for resolution. If issues are significant, the Sierra Systems Contract Project Manager will receive notification of the issues, and may participate in the issue resolution process. A template for the Issue Log is included in Appendix C.

Some issues may remain unresolved at the end of the project, as their resolution timeframe may exceed the project end date. All remaining issues will be handed off to the Project Sponsors by formally sending the Issue Log containing the Open Issues to the Project Sponsors during the project closeout activities.


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7.2.1. Assumptions

This sub-charter is based on several assumptions. If the following statements are not true, the success of the project may be at risk. During the course of the project, if at any time these conditions change, an issue will be identified:

The ALT members will be held accountable for work plan completion;

The ALT will be composed of dedicated working resources;

Implementation of Landscape Plans will occur separate from this engagement;

The ALT status meetings can be held by teleconference;

The ALT deliverables will be developed to at least 75 per cent completion prior to submission to the Landscape Team Project Manager; and

Deliverable quality assurance services will be provided by Sierra Systems.


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8. CHANGES IN SCOPE

A Change Request may be initiated whenever a need to change the scope of the project (as defined in the Project Charter) is identified. The need for a change is documented on a Change Request Form, found in Appendix C. Change Requests will be logged into the Change Request Log also available in Appendix C. The Landscape Team Project Manager will bring the Change Request forward to the Project Manager for approval, rejection, or deferral. If approved, the Landscape Team Project Manager will ensure the detailed schedule is modified to incorporate the change.


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9. DELIVERABLE REVIEW AND ACCEPTANCE PROCESSES

The major deliverables from the Project that require formal review and acceptance include:

Project Sub-Charter;

Current Assessment Report;

BAU Report; and

Alternate Futures and Management Options.

Templates for the Deliverable Acceptance and the Deliverable Sign-off Sheet are included in the Appendix C.

9.1. Deliverable Review and Sign-off Process

DELIVERABLE REVIEW PROCESS

Each major deliverable from the project will go through a formal review process. The Project Sponsors will be responsible for overseeing the review process for each deliverable. During the review process, reviewer feedback will be captured and returned to the Project Manager. Feedback items will have a status of either open or closed. A status of closed will be assigned by the Project Sponsors when the resolution adequately addresses the feedback comment. Feedback items that cannot be closed by the ALT within a reasonable time period will be escalated to the Project Sponsors and/or the Sierra Systems Contract Project Manager in charge for resolution.

Throughout the project, it will be necessary to ensure that timely and effective feedback and decisions are made regarding deliverables in order to meet proposed project schedule and avoid unnecessary resource or financial impacts. The following formal process will be used whenever a deliverable is presented:

1. Deliverables will be delivered in a draft version and will allow for only one revision to the final version by each reviewer group;

2. Major deliverables will be reviewed by both the Project Sponsors and the NAUCGB.

3. All deliverables will be submitted initially to the Project Sponsors by the Landscape Team Project Manager, usually via email;

4. Feedback on major deliverables will be required from the Project Sponsors within eight business days;

5. If required, a revised draft will be prepared by the ALT to incorporate the revisions requested by the Project Sponsors.


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6. The revised draft will be submitted to the Project Sponsors for distribution to the NAUCGB. The Landscape Team Project Manager will submit this draft usually via email;

7. Feedback on major deliverables will be required from the NAUCGB within ten business days;

8. The Project Sponsors will consolidate feedback in one response copy;

9. Should no feedback be received within the timeframe, the deliverable will be accepted as written. Should an extension be requested, it will be subject to change control;

10. The Project Sponsors have the authority to sign off project deliverables;

11. Deliverable status will be recorded in the regular project status report;

12. Should deliverable feedback be consistently late, an issue will be raised and logged; and

13. Feedback on minor deliverables will be required only from Project Sponsors, and the review period will be five business days. Sponsors may decide to include NAUCGB review at their discretion for minor deliverables. Extending the review to NAUCGB may have an impact on the project schedule. (At the time of developing the charter there were no minor deliverables, however, this step is left in the process in case the situation changes).

DELIVERABLE SIGN-OFF PROCESS

The Project Manager presents the Deliverable Sign-off Sheet with each deliverable. Project Sponsors return the Deliverable Sign-off Sheet with the signatures of the Acceptors to the Landscape Project Manager. This is done for each deliverable when the review process is complete.

9.2. Quality Management

Quality assurance ensures products meet specified quality standards. Such standards may be fairly easy to define and apply when the products are manufactured items mass produced on an automated assembly line. Quality is inherent to the overall project management and methodology. The Sierra Systems Project Manager will bring an approach that includes:

Deliverables must go through the appropriate internal review process. The review is required to ensure that each deliverable is of acceptable quality; and

As part of quality assurance, the appropriate team members will review a completed draft of each deliverable, and then a final version of the deliverable will be produced incorporating feedback received from the review.


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10. BUDGET

Deliverable Resources / Costs

Total Project Costs (estimated) $XX,XXX


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11. PROJECT CLOSEOUT PROCESS

The Contract Project Manager will formally close out the project. Outstanding project documentation required by the Project Sponsors such as Open Issues will be sent by the Contract Project Manager via email. A project closeout discussion will be held with:

Contract Project Manager, Landscape Team Project Manager and the Project Sponsors to ensure that documentation, responsibilities and transitions have been properly handed off.


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12. APPENDIX A: AMMERVILLE LANDSCAPE TEAM-DRAFT TERMS OF REFERENCE

(Drafted February 2005)

Background

Woodland Unicorn is a threatened species facing the challenges of small and declining populations, habitat dependency and sensitivity to human impacts. In 2002, a process of Unicorn Landscape Planning was adopted by the North American Government based on the North American Woodland Unicorn Recovery Plan 2001/02. The products of this process will be Unicorn Landscape Plans, technical documents which provide advice to government on recommended strategies f or woodland Unicorn conservation and recovery within identified Unicorn landscape areas. Unicorn Landscape Plans will:

Develop an assessment of current Unicorn populations, habitat and other factors (such as levels of predation) as they affect Unicorn;

Develop a projection, or projections, of estimated future Unicorn populations, habitat and other factors;

Identify desired future Unicorn populations, habitat and other factors conducive to Unicorn conservation and recovery within the planning areas;

Identify opportunities for coordination, or alternatively points of conflict, with other land management policy, direction, and/or plans that may be in place and impacting on the same geographic area; and

Outline possible management scenarios for the achievement of the desired future conditions within the planning areas.

Unicorn Landscape Plans will be developed by the ALT, with membership composed of technical experts and practitioners, sponsored by members of the NAUCGB. The NAUCGB is a collaborative forum that reports to the CEO of North American Sustainable Resource Development as is made up of individuals from government, industry, Aboriginal groups, and environmental interest groups. The NAUCGB aims to promote and support the recovery of woodland Unicorn.

The ACC West Central Landscape Team used a committee-style approach to developing its Unicorn Landscape Plan. A deliverable-based project management approach is now desired to promote the timely development of Unicorn Landscape Plans in the Ammerville region. It is also desired to document this process to serve as a framework for the future development of Unicorn Landscape Plans in additional regions.


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Purpose

The ultimate objective of this project is to facilitate the development of a Unicorn Landscape Plan that aligns with the North American Woodland Unicorn Recovery Plan.

The ALT will achieve this objective by following a project management approach, developing scenarios; and identifying new (not already on the known conflict list) policy and legislation conflicts, outside the box solutions, and integration opportunities, to the NAUCGB.

Responsibilities

The ALT will be responsible for:

Attendance at an orientation and work planning workshop;

Developing and analyzing management options, including:

Operational impacts,

Implementation Considerations and Needs,

Development of a recommendation,

Completion of all sections of the Landscape Plan template.

Deliverables

The deliverable for the ALT is a completed Landscape Plan, using the template approved by the NAUCGB.

Membership Ammerville Landscape Team

Project Manager

Sierra Systems staff member appointed to provide project management direction and support to the Landscape teams.

Team Lead

To ensure quality of technical work done by the team.

Technical expertise in Unicorn biology

Technical expertise in forest development

Technical expertise in energy development

to recommend in consultation with CAPP


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Technical expertise in parks and protected areas

to recommend

Technical expertise in modeling

Time Commitment

The average time commitment for each team member is estimated to be one to three days per month in concentrated workshops over a four month period. However, it is anticipated that some members will play greater roles than others. For example, one team member may be assigned writing tasks, while another may merely attend meetings to contribute to the plan as a technical expert. Work plans will be fleshed out in greater detail by the ALT as a first step after formation, when commitment will be confirmed and resources will be committed based on the role of each member. Additional resources may be required if the work plans require them in order to meet the timelines set by the NAUCGB.

Decision Making

Decisions will be made by identification and agreement on trade-offs. The Project Manager will resolve all conflicts that could cause a delay to the project work plan. The Project Governance Structure, as described in the Project Charter, will serve as the decision making structure if issues or risks arise that require resolution at a higher level.


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13. APPENDIX B: PROJECT CHARTER SIGN-OFF

The following signatures represent understanding of the materials contained in the project charter, and agreement to the scope and responsibilities described in it.

Deliverable Signoff Form

Project Name:

Client:

Project Manager:

Deliverable:

Project Charter

Acceptor 1 Acceptor 2

Name: Name:

Title: Title:

Signature: Signature:

Date: Date:

Acceptor 3 Acceptor 4

Name: Name:

Title: Title:


Date: Date:


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14. APPENDIX C: PROJECT FORMS

Project Status Report

Status Report

Project Status Report

To: Date: Y N

Client:

Project Name: On Schedule:

Prepared By: Within Budget:

Period Covered: Within Scope:

Activities Completed - This Period:

Activities Planned - Next Period:

Issues/Problems/Concerns:

Management Action Required:

Attached Documents:

North American Unicorn Committee Page 31 Ammerville Landscape Team Proejct Sub-charter

Ammerville Landscape Team Project Sub-charter



Risk Management Plan

Risk Management Plan for Governance Project

Client: Project #: Project Name: Date: Project Manager: Partner Responsible:

ID Risk & Impact Likel

ihoo

d

(L, M

, H)

(1)

Impa

ct

(L, M

, H)

(2)

Risk Management Plan (Avoidance, Mitigation, Containment); Actions to Date Assigned To

Risk Status (3)

1.

M H

2.

3.

4.

1. Risk Likelihood = (L) low could occur, but not expected; (M) medium may occur; (H) high almost certainly occur. 2. Risk Impact = (L) low could work around; (M) medium significant impact; (H) high could stop project or serious impact. 3. Risk Status = Open action required now; Future action to be taken in the future; Retired risk avoided or retired.


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Issue Log

Issue Log for Governance Project Client: Executive Sponsor:

Project Name: Date:

Project Manager: Partner Responsible:

# Title Status Priority Owner Date Resolution is Required

1 Issue Title Resolved/Open, etc High mm/dd/yy Comments: 2 Comments: 3 Comments: 4 Comments: 5 Comments:


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Change Request Form

Change Request Form

Project:

Change Request No.:

001

Request Date:

Requestor:

Change Description:

Change Impact:

Impact on Project Costs:

Impact on Project Schedule:

Sponsor Approval:

Date

Date

Project Manager Approval:

Date


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Change Request Log

Change Request Log for Project Name

Client: Executive Sponsor:

Project Name: Date:

Project Manager: Partner Responsible:

# Description Requestor Request Date Cost Status

1

2

3

4

5


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Deliverable Sign-off Sheet

Deliverable Signoff Form

Project Name:

Client:

Project Manager:

Deliverable

Acceptor 1 Acceptor 2 Name: Name:

Title: Title:


Date: Date:

Acceptor 3 Acceptor 4 Name: Name:

Title: Title:


Date: Date:

SMO 686 - Project Charter Example

Documents

Transcript of SMO 686 - Project Charter Example