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This is the Project Charter for a sample TeamHeadquarters Adoption Plan in an organization that works closely to standard project management practices. This is the Classic approach described above in The Flexible Project Portfolio. In this scenario, project managers maintain accurate and detailed project plans which their teams follow closely on a daily basis.
Project: Adopting TeamHeadquarters
Definition: In 12 weeks, TeamHeadquarters will become the core engine for planning and managing our project and support work.
In Scope: Projects will be monitored as a cohesive portfolio with 2 reviews per month. The Strategic Management Team (“SMT”) will use the “Project Framework” and “Project Actuals” portfolio reports as primary inputs.
Individual projects will be managed and maintained at a detailed level with a strong focus on the standards supported by our Project Management Office. Project teams will work from their individual task lists and enter time sheet charges on a daily basis with reconciliation and review each Monday.
Support incidents will be managed with Ticket Queues.
Support supervisors and project managers will maintain the optimum balance between customer service and project execution by reviewing second and third level support incidents on a daily basis.
Out of Scope: Work that is not overseen by the PMO is not officially funded in the company’s strategic work plan. It will be planned and managed in the manner that is deemed most appropriate by each department.
Success Criteria: This implementation will be deemed a success when: a) the semi-monthly project portfolio reviews are based on accurate and complete descriptions of all projects such that late projects are detected as early as possible, and b) 100% of all support incidents are recorded and managed to the standards described in our most recent Operational Review.
Key Milestones: After week 1, all current projects are described in the portfolio (with accurate start date, end date, budget, and overall % complete) and all support incidents are managed with THQ. After month 1, all projects will satisfy the standards described by the PMO in our Operational Review. After month 2, all projects will have accurate financial reporting dating back to their individual start dates prior to the implementation of THQ. After month 3, all resource allocations will be balanced and accurate for at least the coming 3 months.
Constraints: None.
Assumptions: All project managers are trained in the software and associated concepts.
Customer Responsibilities: The customer of this project is the SMT. The SMT is responsible for: a) reviewing the project portfolio twice per month, b) reviewing the PMO’s ongoing assessment of adherence to project management standards, and c) reviewing the company’s support activity on a daily basis with VP Operations.
Completion Criteria: This project is deemed to be complete when the Success Criteria (above) have been met and the Board of Directors has favorably reviewed the project.
