PROJ6000 Principles of Project Management Assignment Sample

Assignment Task

After reading the project case study, use it to develop a 2,000-word Project Charter, describing the entire project in a short, succinct, and professional document.

Instructions

You will be given a project case study to use in order to develop your Project Charter. Though all students will receive the same case study, it is expected that each student will think about the project from their own perspective as an up-and-coming project manager in order to formulate a unique Project Charter. Use your own style based on your critical thinking of what it means for you to lead a project. You may use one of the templates provided in the learning resources or develop your own format.

Please follow the instructions below:

1. Read the case study provided by your lecturer. This will form the basis for your Project Charter, because you will assume that you are the project manager for this project.

2. After reading the case study, begin to develop your project charter. This needs to be a 2,000- word report (+/- 10%) and must use a minimum of six (6) references (academic literature and industry publications—please consider the case study as a 7th reference). Please ensure all references are cited in-text.

3. The Project Charter must include the following headings and should be written as if you are presenting it to the project team that will build this project. You are the project manager.

The contents of your Charter should include:

a. Background of the project
b. Reasons for the project
c. Project objectives
d. Proposed project management approach or methodology/methodologies
e. Constraints, limitations, and risks
f. Leadership structure (project manager and his or her senior aides: list their roles and explain what each does in the project. You need to cite four (4) roles)
g. Project risks and their mitigation
h. Project stakeholders and how to interact with them
i. The vision of the project and the type of project team culture you wish to promote in your team
j. Reference list

Referencing

It is essential that you use appropriate APA style for citing and referencing research. Please see more information on referencing here: https://library.torrens.edu.au/academicskills/apa/tool

Solution 

A. Background of The Project 

Project management is an application of methods, processes, skills, experience and knowledge to meet particular project aims according to the criteria of project acceptance in agreed parameters. In simple words, the reason for project management is to handle and plan certain projects to complete their listed deliverables and goals (Schultz et al. 2019). This also involves examining and managing certain organisational risks, smart budgeting and clear communication among several teams and every company stakeholder (Schultz et al. 2019). When it comes to the improvement of project management, the HP Enterprise Business division of the corporation has prioritised the following five goals as its primary foci: To facilitate the effective pursuit and fulfilment of client engagements, the project helps staff strengthen their business and project management abilities (Pmi.org, 2022). 

Similarly, it makes it possible for members of the project management community to advance their careers and their professional skills. It conforms to the best practices in project management that are commonly acknowledged and can be found in a Guide to the Project Management Body of Knowledge (PMBOK® Guide), the project management practice that has garnered the most widespread recognition on a worldwide scale (Pmi.org, 2022). The project also prepares the project managers to manage every project professional's credential identification. At the same time, it gives a consistent program worldwide. 

B. Reasons for The Project

The reason for this project is to design a portfolio which provides support to all levels of project managers in the project management industry. The company finds out lack of skills in project management and business of employees. So, they arrange a programme which helps develop their business and project management skills. In addition, another reason is to keep knowledge and expertise up to date by ensuring that the programme is relevant and vital (Pmi.org, 2022). 

c. Project Objectives 

The objectives of the project were to keep learning dynamics and stay current with problems and trends in the field of project management. Another objective was to examine the training programs to ensure that the company identified problems comprehensively (Pmi.org, 2022). 

D. Proposed project management approach or methodology/methodologies 

The HP Project Management Profession is overseen by global and regional councils, who work with Learning & Development to provide a curriculum for programme and project management. Employees at HP's Enterprise Business segment, which has an established project and programme management career path, make up a significant portion of the leadership and membership of the Project Management Profession (Pmi.org, 2022). This is due to HP's long history of excellence in the field. The Project Management Profession has created six degrees of competency for anyone interested in pursuing a project and programme management career. These levels are entry, intermediate, specialist, expert master, and strategist. The required knowledge, expertise, and experience levels are delineated at each level. For example, to advance to the fourth and final "expert" level, a person must possess a PMP® certificate (Pmi.org, 2022).

HP's global and regional councils work with learning and development to develop the company's programme and project management courses. HP's Enterprise Business Unit has a significant number of members and leaders in the Project Management Profession because of the company's established project and programme management career path (Pmi.org, 2022). The Project Management Profession recognises six tiers of expertise within the field of project and programme management: novice, intermediate, specialist, expert master, and strategist. There are certain sets of expertise and experience needed at each tier. For instance, a Project Management Professional (PMP®) certification is required for promotion to the fourth, "expert," level (Pmi.org, 2022).

Participants will concentrate on building a broad variety of skills during the course of the programme, including technical skills, interpersonal skills, and business awareness. The learning portfolio is continuously evaluated and improved in response to the expectations and recommendations of the firm (Pmi.org, 2022). The current responsibilities at hand include, but are not limited to, gathering the demands of significant parties, selecting whether to construct or acquire a new solution and putting those changes into effect under a "Best in Class" learning model (Pmi.org, 2022). 

The goal is to stay current with challenges and developments in the industry to make learning dynamic." Reviewing our training programmes regularly helps us ensure that we properly address any difficulties that arise (Pmi.org, 2022).

In addition, since HP is a PMI Registered Education Provider, participants in HP's training programmes may earn professional development units (PDUs) for their participation (R.E.P.). Classes taught by R.E.Ps have previously been evaluated and approved by PMI for contact hours that may be used toward certification eligibility and professional development units that can be used for continuing certification (Pmi.org, 2022). Candidates seeking certification are responsible for establishing whether or not the contact hours and professional development units (PDUs) received from other sources are legitimate MBA assignment expert.

E. Constraints, Limitations, and Risks 

The six major project management constraints are cost, time, scope, resources, quality and risks. The project manager needs to balance these constraints to assure a project for successful completion. In that case, cost, schedule and scope are the big three constraints in project management, also called triple constraint triangles (Sanchez et al. 2020). Cost risk was the common risk for this project, resulting from cost estimation and scope creep. When this happened, the project manager spent more than they usually had on the project. The manager also faced a schedule risk (Pmi.org, 2022). Due to poor planning, the project took a huge time to complete. It also correlated to the cost risk as taking a long time to complete or stretching scheduling often enhanced the costs and slowed the project advantages (Pmi.org, 2022). 

F. Leadership structure 

In project management, a project manager is responsible for delivering the whole project. The manager handles and leads the team of projects with responsibility and authority from the project board for running the projects regularly. There are certain important roles that a responsible project manager plays in the project, such as timeline and team management, performance measurement and tracking, technology integration and building a self-governing team (Karlsen & Torvatn, 2020).  

The project manager's role is exceptionally positioned with visibility in the various functions of a team. The major role of a project manager is to handle relationships with every team, like the marketing team, content developer, social media community team, etc., and report the progress to the project owner. The project manager also shares all information across every function with the project owner (Karlsen & Torvatn, 2020). A project’s dynamics can make certain uncertainty levels in approval procedures. At this time, the project manager can manage the expectation of the level set with the project owner or direct the functional teams by deliverables to assure the timelines are achieved (Wu et al. 2019). So, a significant role of the project manager is to organise every team to deliver on the outcome. To manage the team in the case study project, the project manager delivers higher-quality training solutions for every team member (Pmi.org, 2022). 

Any project is not considered without exact measurement tools to indicate the strategic alignment and the investment return. In that case, the project manager is often working over teams to support the examination of major performance scales and owns every report shared with business executives to justify the program's progress (Wu et al. 2019). In the role of project manager, this is significant to know the rates of click-through value, open rates, conversation rates, likes and many more. The project manager takes the data in one stage and interprets the reports and numbers to share actually they can mean. According to the company, the project manager constantly examines their training programs to make ensure that they address problems in certain comprehensive ways (Pmi.org, 2022). 

In this modern age of technology, the project manager must understand certain digital platforms. The project managers usually leverage the existing technology to increase the transparency of the workstream. The project manager also synthesizes data and alerts both external and internal stakeholders for programmatic updates (Karlsen et al. 2020). The project manager must understand the project-related digital platforms like file sharing, email integration, time tracking and budget management. The project management owns these types of systems and synthesizes the information inputs to build decisions for the teams. The project manager was also involved in setting up a R.E.P program to increase the professional improvement of every project management member (Pmi.org, 2022).  

Through the above programs, the manager tried to build a self-governing team. In the age of Agile teams, where all departments or teams become leaner and smarter through Agile practices, this is essential for the project managers to know new management approaches and implement them as same as that for the teams (Wu et al. 2019). In simple words, project managers make self-governing teams that influence them to take challenges and deal with the new changes in client needs. The project manager also makes the teams capable of coordinating with their clients and juggling every responsibility. The managers also can make a comfortable space for the teams with the changing role and influence them to work in more opportunities than one (Pmi.org, 2022).  

g. Project risks and Their Mitigation 

Poor or incorrect planning, cost estimate, and scope expansion all contribute to cost risk, making it one of the most prevalent types of project risk. When this occurs, the project manager risk overspending, which may negatively affect the organisation or even lead to the project’s abandonment if fresh resources are unavailable (Dandage et al. 2018)? This risk can be mitigated by developing a contingency budget and developing an extended budget plan to root out any expansion. Another risk can be a delay in completing the project's duties and activities due to inadequate planning is known as schedule risk (Kim, 2022). 
Slips in schedule typically raise costs, delay project results, and throw off timeframes, causing losing whatever competitive edge that may have had at the outset; therefore, schedule risk is strongly tied to cost risk in this way. The company should use specific tools such as a project tracker and critical diagram to keep the project on schedule (Shishodia et al. 2018). Performance risk is particularly intimidating since it is not the result of any one action or inaction. The failure of a project to provide the intended outcomes and advantages is known as "performance risk." 

This can be mitigated by setting KPIs and metrics to measure performance (Dandage et al. 2018). Risks in procurement, manufacturing, and distribution all contribute to operational risk. The failure to achieve the desired result, either entirely or as anticipated is an example of performance risk associated with the project (Kim, 2022). This risk can be mitigated by developing a specific work breakdown structure to facilitate operations. 

h. Project stakeholders and how to interact with them 

The major stakeholders of this project include the project manager trainees, content developers, executive management and HR managers. 

The high power, the low-interest group, represents the stakeholders whose happiness is crucial. HR managers for this project are in this category. Even if this individual is not working on the project directly, they may have significant sway because of their position (Guo et al. 2022). The project manager should keep an eye on the following stakeholders. High power and high interest include those stakeholders that a project manager wants to handle closely. The project management trainees are included in this group (Rusconi, 2019). The project manager should keep a careful eye on everyone who has a say in the project's overall strategy and goals. People in the group with low power and high interest are ones that the project manager should keep in the loop (Vande Velde et al. 2019). Project executives should be included in this group. Someone with little say in the project's management may be substantially involved or affected by it and is in a low-power, low-interest group. The content developers should be included in this group. The communication strategy used for managers is keeping them satisfied through project work and career development programs. The communication strategy used for project manager trainees is by managing them closely through evaluation and feedback. The communication strategy used for content developers is by monitoring them through the PDCA cycle and other monitoring tools. The communication strategy used for executive management is by keeping them informed. 

i. The vision of the project and the type of project team culture you wish to promote

The major vision of this current project was to keep expertise and knowledge updated and assures that the curriculum is relevant and significant. The project's key focus was to build a perfect framework for employee learning within the company. However, I wish to promote a democratic project team culture for any project management (Mitonga-Monga et al. 2021). This exceptional method can promote the human being as the centre of company improvement met by knowledge and ethos. That can primarily improve a company's project management culture and sustain leadership and innovation, resulting in extroversion and competitiveness. It can also give employees job satisfaction and commitment (Mitonga-Monga et al. 2021). 

References 

Dandage, R. V., Mantha, S. S., Rane, S. B., & Bhoola, V. (2018). Analysis of interactions among barriers in project risk management. Journal of Industrial Engineering International, 14(1), 153–169. https://doi.org/10.1007/s40092-017-0215-9

Guo, L., Cao, Y., Qu, Y., & Tseng, M.-L. (2022). Developing sustainable business model innovation through stakeholder management and dynamic capability: a longitudinal case study. Journal of Cleaner Production, 372. https://doi.org/10.1016/j.jclepro.2022.133626

Karlsen, J. T., & Torvatn, T. (2020). Project manager roles in a public change project: the case of a municipal merger. International Journal of Organization Theory and Behavior, 23(2), 155–171. https://doi.org/10.1108/IJOTB-04-2019-0052

Kim, B.-C. (2022). Multi-factor dependence modelling with specified marginals and structured association in large-scale project risk assessment. European Journal of Operational Research, 296(2), 679–695. https://doi.org/10.1016/j.ejor.2021.04.043

Mitonga-Monga, J., & Flotman, A.-P. (2021). Corporate ethical values and ethical work climate influences on employees' helping behaviour in a developing country's banking sector setting. Journal of Psychology in Africa, 31(6), 580–587.

pmi.org, Project Management Institute | PMI. (n.d.). Retrieved November 23, 2022, from https://www.pmi.org/-/media/pmi/documents/public/pdf/case-study/hp.pdf 

Rusconi, G. (2019). Ethical firm system and stakeholder management theories: a possible convergence. European Management Review, 16(1), 147–166. https://doi.org/10.1111/emre.12162

Sanchez, F., Bonjour, E., Micaelli, J.-P., & Monticolo, D. (2020). An approach based on bayesian network for improving project management maturity: an application to reduce cost overrun risks in engineering projects. Computers in Industry, 119. https://doi.org/10.1016/j.compind.2020.103227

Schultz, C., Graw, J., Salomo, S., & Kock, A. (2019). How project management and top management involvement affect the innovativeness of professional service organizations—an empirical study on hospitals. Project Management Journal, 50(4), 460–475. https://doi.org/10.1177/8756972819857893

Shishodia, A., Dixit, V., & Verma, P. (2018). Project risk analysis based on project characteristics. Benchmarking, 25(3), 893–918. https://doi.org/10.1108/BIJ-06-2017-0151

Vande Velde, K., Hugé, J., Friess, D. A., Koedam, N., & Dahdouh-Guebas, F. (2019). Stakeholder discourses on urban mangrove conservation and management. Ocean and Coastal Management, 178. https://doi.org/10.1016/j.ocecoaman.2019.05.012

Wu, Eom, & Song. (2019). Spheres of it project complexity and it project manager archetypes and roles: a case study. Information Systems Management, 36(4), 323–335. https://doi.org/10.1080/10580530.2019.1651114