Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Description

This lesson focuses on developing a project charter. The project charter gives justification to the project and includes the following:

  • Justification and purpose
  • Success Criteria
  • High Level Scope
  • Constraints and Assumptions
  • Goals for time and cost
  • Project Manager's authority level
  • Stakeholders
  • Project approval requirements

In the project charter, the inputs are the Project Statement of Work, Business Case and Agreements and the tool used is expert judgement. All of this is important to know when taking the exam to obtain the PMP certification. [toggle_content title="Transcript"] Now we are going to get into the processes. For each one of these knowledge areas we are going to cover web processes for all of the knowledge area. As you are studying integration, notice that you start off with project. Develop project charter then we are going to move in to planning which is develop a project management plan, executing is direct the project management project work. Remember in the beginning there is two for monitoring and controlling on that table. This one is monitor and control project work and perform integrated change control. The last process under integration in the very last process in the project is close project phase. The very first process is developing a project charter and the very last process is close project phase. To start off - developing the project charter. To develop the project charter the process creates the project charter...it makes sense. For each one of these processes you are going to have inputs, outputs, and tools. These are must know for the exam. So under the process of develop project charter, you have to produce the project charter, some of them are not that straightforward. The inputs are the project statement or work, the business case and the agreements. Another way of saying inputs; are pieces of information that you need to have to follow that process to come up with an output. The tool used is expert judgement in this case and the tool is - what are the tools in your hands that you can use to do whatever process it is. In this case having expert judgement is knowing how to take this information and develop a project charter. Some of the other processes will have many tools, some of them could be like ten or 12 different tools that you can use. But for the project management professional certification, a must know for each one of these 47 processes are the inputs, the outputs and the tools and then having an understanding of what those inputs, outputs and tools are. The information you need to have is the project statement at work. Project statement at work is going to tell you what you need to do for that project. It is going to be the client's request of what needs to be done. A business case is why are we taking on this project? You don't take on a project just for no reason. There has to be a reason for it. Whether it is economical, it could be a government regulation. For government regulation comes down...that is always the first reason to take a project. The government states that these doors in the building need to be 36 inches wide for regulation rules, you have to take on that project to widen the doors. The last thing are agreements. These are either verbal or they can be formal but they are agreements between the client and the buyer and seller, the client and you as the project manager. These are things that are in place that need to be done with the project. The project charter in general I am going to give you the outputs and what it does. The project charter gives justification to the project. Without the project, charter there is no project according to PMI. With the project charter, the project manager can create the project charter but he can't have the final sign on it. It has to be from upper management or it could be from the sponsor. But the project charter will sign who the project manager is, justification and purpose of the project, success criteria, high-level scope, constraints and assumptions, goals for time and cost. Example on the project charter is this project must be done in three months, or it must to be done before this date, it can't cost more than million dollars. The project manager's authority level, if you think back to the previous slides where we talked about the organization, in a functional organization, the project manager would be called the project coordinator. Doesn't have that much power, he can't get too much done but it's going to tell what the project manager is allowed to do and what he is not allowed to do. The charter will also identify who the key stakeholders are. And it will go over the project approval requirements. One thing for this project charter, you are going to notice it's an impact to a lot of processes within the planning phase. My recommendation for the exam is just to understand that the project charter gives justification for the project. It identifies who the project manager is. The project manager cannot sign off on the project charter. [/toggle_content]

Video Transcription

00:04
So now we're gonna get into the process is for each one of these knowledge areas we're gonna cover. Ah,
00:09
what processes fall within that knowledge area.
00:12
So as your studying,
00:14
um, integration notice that you start off with Project Develop Project charter,
00:19
Then we're gonna move into planning, which is develop the project pension plan,
00:23
executing his director Manage project work.
00:26
Remember, in the beginning, there's two for monitoring controlling on the table. So this one is monetary control project work and perform integrated change control.
00:36
The last process under integration in the very last processes in the project is closed. Project or face,
00:43
It's the very first prod process is develop Project charter
00:47
in the very last process is close project or phase.
00:52
So let's start off
00:53
developing the project charter.
00:55
So develop the project charter. The process creates the project Charter
00:59
makes sense for each one of these processes. You're gonna have
01:03
inputs, outputs in tools. These are must know for the exam.
01:07
So
01:08
under the process of develop project charter, your output is the project charter.
01:14
Some of them are not that straightforward.
01:15
The inputs are the project statement of work,
01:19
the business case and the agreements. So another way of saying inputs are pieces of information that you need to have to follow that process to come up with an output.
01:32
The tool used
01:33
is expert judgment in this case, and the tool is
01:36
what
01:37
are the tools in your hands that you can use to, um,
01:42
to do whatever process it is. In this case,
01:46
having expert judgment is knowing
01:49
how to take this information and develop a project charter.
01:53
Some of the other processes will have many tools. Some some of them could be like 10 or 12 toe
02:00
different tools that you can use.
02:01
Um,
02:02
but for the
02:05
project management professional certification,
02:07
a must know for each one of these 47 processes are the inputs, the outputs on the tools, and then having understanding of what those inputs,
02:15
outputs and tools are
02:19
So
02:21
the, um
02:23
So the information you have is a project statement of work
02:27
Project statement of work is gonna tell you what you need to do for that project. It's gonna be the client's request of what needs to be done.
02:35
Ah, a business case
02:38
is
02:38
why are we taking on this project
02:42
so
02:43
you don't take out on projects this for no reason. There has to be a reason for it,
02:46
whether it's economical,
02:49
um, could be a government regulation. Government regulation comes down. That is always the first reason to take a project. So
02:58
the government states that,
03:00
um, these doors and in the building need to be 36 inches wide.
03:05
Um, for,
03:07
um, for regular
03:09
regulation rules, um,
03:13
you have to take on that project to, um, wide in the doors.
03:17
Um, the last thing our agreements, these are either verbal or they could be formal. But their agreements between the client and, um,
03:27
and the buyer and the seller of decline and you
03:30
as a project manager, um, these are things that
03:35
are in place that need to be done with the project.
03:40
So the project charter,
03:43
um, in general, I'm going to give you the outputs and what it does to the Project. Charter
03:49
gives justification to the project without a project charter. There is no project corner P. M. I,
03:53
um,
03:55
So with the Project charter, the project manager can create the project charter, but he can't have the final sign off. It has to be from upper management,
04:03
um
04:04
or it could be from the sponsor,
04:08
but the project charter will assign who the project manager venture is.
04:12
Justification and purpose of the project.
04:15
Ah, success criteria.
04:16
Ah, high level scope,
04:18
constraints and assumptions,
04:20
goals for time and costs. So
04:24
example, the project charter is this project must be done in three months or it must be done before the state can cost more than $1,000,000.
04:31
Um,
04:33
the project managers authority level.
04:35
So if you think back to the
04:38
previous, um,
04:41
slides what we talked about the organization. So in a functional organization, the project manager would be called a project coordinator. Doesn't have that much power. You can't get too much done,
04:50
but it's going to tell what the project manager is a lot to do and when. He's not a lot of d'oh,
04:55
Um, the charter will also identify who the key stakeholders are,
05:00
and
05:01
it will go over project approval requirements.
05:04
Uh,
05:06
so one thing for this project charter gonna notice it's an input to a lot of the processes within the planning phase.
05:14
And, um,
05:15
my recommendation for
05:17
the exam is is to understand
05:20
that the Project charter gives justification for the project it identifies to the project Manager is
05:26
the project manager cannot
05:28
sign off on the project charter

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