CaseStudy2Solution
Case Study 2: Good Consultant Project Creating A Project Requirement Document and Project Charter
As we learned in case study 1, Good Consultant president weighted the options and decided that the company would move to new, more specious offices 10 blocks away. She and the senior management team used some of the tools we leant in unit 2 to make decision. They had a feeling that this new section of town will be quite the up-and-coming area over the next decade.
Joe Storum calls you into his office to review your assignment.
You know from your training that, as a member of senior management, he should develop a project requirement document and project charter to launch the project. When you suggest this to Joe and say that maybe you can get a few things on paper for his okay, just to make sure that you understand Good Consultant’ needs correctly. He agrees. You have been making notes and things on this project have developed and hope your memos will be good start for the documents.
Your Task:
Take the information you have, as well as ideas that emerge as your team discusses the project, to develop a draft project requirements document and project charter. Use the tool templates to get you started. Remember that you will have to use your experience and intuition to suggest some entries where the information has not been given directly to you.
Solution:
Project Charter
To: Distribution G
From: D. P. Dougue, Vice President, Good Consultant
Assignment
(PM Name) is authorized as project manager for the (Project Name) effort. (PM Name) is responsible to ensure the efficient movement of the Good Consultant headquarters from 385 Broad Way to 1600 Broad Way. (PM Name) will be responsible for coordinating both internal company actions and establishing, through company contracting officer, external assistance as necessary.
Responsibility
The project manager will –
?Be the primary point of contact for all aspects of the move
?Establishing timetables to efficiently execute preliminary planning preparation, movement, and closeout of the move
?Ensure all personnel know their responsibilities to support the move and timetables for individual actions
?Track performance of company associates and external contractors. Performance will be reported to GA leadership on weekly basis
?Prepare a detailed transition plan to be presented for approval at the GA Spring Leadership Retreat (April 4-7)
?Maintain records of movement actions, including all pertinent project data
?Maintain active liaison with contracting office to ensure contractors are keeping with needs of the project and in compliance with established contracts; (PM Name) will serve as GA contract representative
Authority
The project manager’s authority includes –
?Authority to direct project team of representatives from each company department ?Direct coordination at the vice president level for movement planning
?Control of project budget
?Access to financial reports from contract and individual department
Scope Statement
The (Project Name) project moves Good Consultant from its present facility to 1600 Broad Way. Project includes oversight of the build-out of space at 1600 Broad Way. Project also includes preparations (for example, pre-packing of desk items) by associates at current facility to minimize cost of contracted moving company; coordination of timing and actions of moving company; and closeout of all project matters.
Project Requirement Document (RPD)
Background/Summary of Project
The (Project Name) project will relocate Good Consultant from its current location to 1600 Broad Way. The project will include all aspects of the move from preparation planning through oversight of build-out of the new facility to the actual move and all necessary closeout activities.
Project Objects
Schedule/Time
?Primary office movement is targeted for the last week of July
?All company assets are to be out of old facility by the end of July
?Complete move plan, including timetables and selection of contractors to support the move, will be complete EOB May 1, 2006
Price/Cost
?Planned budget for project is $220,000
?Cost of build-out of 1600 Broad Way property is not part of project budget Performance/Quality Acceptance Criteria
?Movement is not to interfere with normal company customer relations during the move
?New facility to present modern progressive appearance to both associates and customers
Deliverables
?Basic plan for move to present to company’s leadership during April retreat
?Complete project plan EOB May 1
?Detailed directions for company associates’ pre-move preparation
?Blueprint-level plans for utility placements prior to beginning of build-out
?Complete financial accounting of project funds
?Approvals of all applicable regulatory requirements
Key Milestones
?Approval of basic movement plan
o April Leadership Retreat
?Start of build-out work by building owners
o April 1
?Complete movement plan
o May 1
?Selection of moving contractors
o May 15; contracted June 1
?Pre-move preparations by associates
o Thursday of third week of July
?New office ready for business
o Thursday of last week of July
?Final vacancy of old facility
o July 31
?Turnover of old facility
o August 1
?New office grand opening celebration
o August 10
?Project closeout activities complete
o October 1`
Assumptions
?Good Consultant business continues strong
?Columbia Management will build out new building to Good Consultant’specification
?All cost of build-out will be absorbed into new lease pricing and will not affect project budget
?Good Consultant IT department will develop utilities blueprint for new facility that includes power, telephone, and computer connectivity plan ?Good Consultant VP, D. P. Dougue will coordinate all aspects of the headquarters suite and provide all necessary plans to project team EOB
March 20
?Each major department will provide a representative to the project team;
representatives will work on project activities a minimal of 20 hours a
week until closeout is complete
Risk
?Moving company cost will escalate significantly by July
?Due to other build-outs, the July 15 completion date is questionable
?Department chiefs will not be able to agree on new floor plans
?Build-out work by Columbia Management will not be completed on time Key Resource Requirements
?Department representatives
?Moving company
Constraints
?No disruption to normal company business in old facility
?Actual movement must be completed during the last 2 weeks of July Interrelated Project
?Columbia Management’s build-out of new facility
?Computer upgrade project (budgeted outside this project but completed during project)
Acceptance Criteria
?All office materials moved by contractor and usably in place by July 31
?Total cost of move (not including build-out) not to exceed $250,000;
targeted $220,000
Review
?Leadership approval at Spring Retreat
?Project review: May 10
?Pre-move review: July 20
Communication Plan
?Internal communications will use standard meetings and e-mail as primary means
?Project team will establish a monthly move announcement newsletter to all associates
?Company legal office will be copied on all communications with contracted firms
Change Management Plan
?Plan modification ideas prior to May 1 will be treated as planning inputs ?Modification after May 1 will be considered plan changes requiring a written change request and processed for approval as changes using the
escalation plan as specified in the project plan
Signatures
?Ima Prez
? D. P. Gougue
?Department chiefs
?Columbia Management build-out project manager