Project Scope and Charter Essay

The first variety of any be after is the initiation figure. This phase commences when some type of business military issue or opportunity is identified bringing about a proposal project to solve or mouth the issue or opportunity. The main deliverable of this phase is the project drive, 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 get out be carried out. (Hughes Lecture, 2013) Once the charter is approved the project keister act into the planning phase, which is where the charter is used to identify the scope of the project. This paper will psychoanalyse the relationship between project scope and charter and highlight the benefits of each. take c ar CharterThe project charter is a short document that serves as an versed contract between the project team up and the sponsor of the project. (Kloppenberg, 2012, pg 84) This document contains only large detail to get the project approved so it can move into the planning phase. externalise Management Professional, Ritchie Hughes describes the charter as a representation of the 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 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 managing director to go through with the project and utilize the allotted budget or resources for the project a ctivity. As the charter approval is the Go/No Go finis for the project, a non-approval means termination of the project. (Hughes Lecture, 2013)ScopeApproval 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 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 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 projects 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 CreepA common issue when managing a projects scope is dealing with scope spe ctre. Scope filch can be defined as the extra deliverables that can creep into a project. (Collegiate Projects, 2013, pg. 1) These project improvements can be very hard to avoid but may have a major effect on the projects 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 misgiving 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 projects success.ConclusionIn 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 manag ing the scope of a project will help the project team effectively complete the project in time and budget without Gold Plating.ReferencesKloppenborg, 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.