The Internet Encyclopedia (Volume 3)

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KEYPROJECTMANAGEMENTTOOLS ANDTECHNIQUES 113

Table 1Sample Project Charter

Project Title:Information Technology (IT) Upgrade Project

Project Start Date:March 4, 2002 Projected Finish Date:December 4, 2002

Project Manager:Kim Nguyen, 691–2784, [email protected]

Project Objectives:Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on

new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange

computers, as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and

$500,000 for labor costs.

Approach:


 Update the information technology inventory database to determine upgrade needs


 Develop detailed cost estimate for project and report to CIO


 Issue a request for quotes to obtain hardware and software


 Use internal staff as much as possible to do the planning, analysis, and installation

Roles and Responsibilities:

NAME ROLE RESPONSIBILITY

Walter Schmidt, CEO Project Sponsor Monitor project

Mike Zwack CIO Monitor project, provide staff

Kim Nguyen Project Manager Plan and execute project

Jeff Johnson Director IT Operations Mentor Kim

Nancy Reynolds VP, Human Resources Provide staff, issue memo to all employees about project

Steve McCann Director of Purchasing Assist in purchasing hardware and software

Signoff:(Signatures of all the above stakeholders)

Comments:(Handwritten comments from above stakeholders, if applicable)

This project must be done within 10 months at the absolute latest. Mike Zwack, CIO.

We are assuming that adequate staff will be available and committed to supporting this project. Some work must be done

after hours to avoid work disruptions, and overtime will be provided. Jeff Johnson and Kim Nguyen, Information

Technology Department

Note. From Schwalbe (2002).©c2002 by Course Technology, a division of Thompson Learning. Reprinted with permission.

be shown in tabular form as an indented list of tasks to

show the same groupings of the work. Figure 4 shows a

WBS for an intranet project. Notice that product areas

provide the basis for its organization. In this case, there

is a main box or item on the WBS for developing the Web

site design, the home page for the intranet, the marketing

department’s pages, and the sales department’s pages.

In contrast, a WBS for the same intranet project can be

organized around project phases, as shown in Figure 5.

Notice that project phases of concept, Web site design,

Web site development, roll out, and support provide the

basis for its organization.

This same WBS is shown in tabular form in Table 2.

The items on the WBS are the same, but the numbering

Figure 4: Sample intranet work breakdown structure orga-

nized by product.

scheme and indentation of tasks show the structure. This

tabular form is used in many documents, such as con-

tracts. It is also used in project management software,

such as Microsoft Project.

The work breakdown structures in Figures 4, 5, and 6

and in Table 2 present information in hierarchical form.

The top level of a WBS is the 0 level and represents the

entire project. (Note the labels on the left side of Figure 5).

The next level down is Level 1, which represents the major

Figure 5: Sample intranet work breakdown structure orga-

nized by phase.