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This is the Project Charter for a sample TeamHeadquarters Adoption Plan in an organization that is moving to One Task List. This is a blend of the four approaches described above in The Flexible Project Portfolio. In this scenario, project managers are encouraged to leverage Projects for project details, but it is not a requirement. However, all projects and people are required to be “Management-Ready” at all times by using TeamHeadquarters Ticket Queues.
Project: Adopting TeamHeadquarters
Definition: In 8 weeks, TeamHeadquarters will become the core engine for planning and managing our project and support work.
In Scope: The Leadership Team will review the project portfolio using the Framework Report each Monday. Project teams will enter time sheet charges on a weekly basis. The details of work assignments will be managed with Ticket Queues so that all resources are Management-Ready at all times. A separate Ticket Queue will be used as a bring-forward system for the purpose of tracking product defects and planning future work.
Support incidents will also be managed with Ticket Queues.
Managers will review and refine each worker’s My Tickets list on a daily basis to support the Management-Ready concept keep the focus on current corporate objectives.
Out of Scope: Detailed Work Breakdown Structures (“WBS”) for each project are encouraged but not required. Management will not use the “Project Actuals” portfolio report as a primary input.
Success Criteria: This implementation will be deemed a success when all people and projects are confirmed to be in a continual Management-Ready state for 30 days.
Key Milestones: After week 1, each worker will have a valid Do-ing list and will have had three short reviews with their manager. After week 2, all current projects are described in the portfolio (with accurate start date, end date, budget, and % complete) and all support incidents are managed with THQ. After week 3, all of the company’s legacy information about future work and product/service recommendations will be on record as bring-forward items within Ticket Queues. After week 4, the entire operation will be in place. This structure will be maintained in month 2, so that all people and projects are continually Management-Ready.
Constraints: Time lines for projects may be interrupted by high priority support incidents.
Assumptions: All people and projects are prepared for a closer level of monitoring that has previously been in place.
Customer Responsibilities: The customer of this project is the Leadership Team. They are responsible for reviewing the project portfolio each week and ensuring their direct reports are continually Management-Ready. As well, the Leadership Team is responsible for reviewing the company’s support activity on a weekly basis with Manager, Customer Support.
Completion Criteria: This project is deemed to be complete when the company’s leaders have gone through a 30-day period with the constant ability to know exactly what work is being done by all people and on all projects.
