Project Scope and Charter Essay

The first phase of any project is the initiation phase. This phase commences when some type of business issue or opportunity is identified bringing about a proposal project to solve or address the issue or opportunity. The main deliverable of this phase is the project charter, which contains a broad view of what the project is about, who is involved, why the project is being conducted and how & when the project will be carried out. (Hughes Lecture, 2013) Once the charter is approved the project can move into the planning phase, which is where the charter is used to identify the scope of the project. This paper will examine the relationship between project scope and charter and highlight the benefits of each. Project Charter The project charter is a short document that serves as an informal contract between the project team and the sponsor of the project. (Kloppenberg, 2012, pg 84) This document contains only enough detail to get the project approved so it can move into the planning phase. Project Management Professional, Ritchie Hughes describes the charter as a representation of the â€Å"view from 3000 meters†. The project charter is usually drawn up by the Project Manager and team, or, in instances where a Project Manager has not yet been assigned, the project sponsor will complete the charter. Hughes explains that the functions of the â€Å"why† section of the charter are to ensure: the correct individuals will be consulted (e.g. stakeholders and governance), projects that are linked or dependent on the project in question are identified, the organization has enough resources (internally or externally) to complete the project, a business case for the organization is conveyed and that all the information is provided to support the executive team. (Hughes Lecture, 2013) Approval of the charter grants authority to the project manager to go through with the project and utilize the allotted budget or resources for the project activity. As the charter approval is the â€Å"Go/No Go† decision for the project, a non-approval means termination of the project. (Hughes Lecture, 2013) Scope Approval of the project charter signifies the transition into the planning phase of the project. A critical part of the planning phase is identifying the scope of the project. Project scope is defined as â€Å"the work that must be performed to deliver a product, service, or result with the specified features and functions.† (Kloppenberg, 2012, pg. 142) Ritchie Hughes explained that scope can also mean â€Å"the sum of products, services and results to be provided as a project.† The benefits of scope are that the work to be performed is clarified, listed and any work not to be completed (outside the project’s scope) is identified. Scope is also a useful tool in managing expectations and avoiding assumptions among stakeholders and the project team. (Hughes Lecture, 2013) Scope Creep A common issue when managing a project’s scope is dealing with scope creep. Scope creep can be defined as â€Å"the extra deliverables that can creep into a project.† (Collegiate Projects, 2013, pg. 1) These â€Å"project improvements† can be very hard to avoid but may have a major effect on the project’s budget, timing or quality. Projects that may be susceptible to scope creep should have a scope change management plan that contains: a definition of scope change for the project, a process for submitting and reviewing scope changes, documentation needed for the change process and a tool to track change requests and their resolutions. (Collegiate Projects, 2013, pg. 2,3) An understanding by both parties (project team and sponsor) of scope creep and its effects on the project, and an organized management plan will help avoid scope creep that may negatively affect the project’s success. Conclusion In the early stages of project management, two very important aspects are the project charter and scope of the project. Not all projects need a charter but understanding and managing the scope of a project will help the project team effectively complete the project in time and budget without â€Å"Gold Plating†. References Kloppenborg, T. J. (2012). Contemporary project management: organize, plan, perform (2nd ed.). Mason, Ohio: South-Western Cengage Learning. (2013). Managing Scope Creep. Collegiate Project Services, 1, 1-3. Hughes, R. (Director) (2013, January 31). Project Initiation: Scope & Charters. Bus 427. Lecture conducted from Tom Rippon, Victoria.