Due Sunday 11:59 PM EST Of Unit 1 Points 100 Overview

Due Sunday 1159 Pm Est Of Unit 1 Points 100 Overview In

In this assignment, you will create a project charter for your project and a stakeholder register. The Charter should be broad enough that subsequent changes to the project do not impact the charter. Details of all stakeholders along with insights and analysis about their identity in the organization, their expectations and potential influences on the project, and possible classification based on such analyses are components of the stakeholder register.

Use the project charter and stakeholder register Word templates available in Unit 1 for this assignment. Use of other project charter or stakeholder register templates must be approved by the program chair; reach out to your instructor to get approval. Required Project Charter Elements:

  • Project justification
  • High-level project requirements
  • High-level milestone schedule
  • Preliminary budget
  • Stakeholders
  • High-level project description, boundaries, and key deliverables

Required Stakeholder Register Elements:

  • Listing of all relevant stakeholders
  • Roles & Responsibilities of stakeholders
  • Communication format
  • Comment section

Be sure to read the criteria, by which your paper will be evaluated, before you write, and again after you write.

Paper For Above instruction

The successful initiation and planning of a project hinge critically on the development of a comprehensive project charter and a detailed stakeholder register. These foundational documents serve as the blueprint for project execution, providing clarity on objectives, scope, stakeholders, and resources. This paper discusses the essential components involved in creating an effective project charter and stakeholder register, emphasizing their significance and the best practices in their development.

Creating a Robust Project Charter

The project charter is a formal document that authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It must be broad enough to accommodate changes without necessitating frequent revisions, yet sufficiently detailed to guide project teams and stakeholders throughout the project lifecycle. The key elements include:

  • Project justification: This provides the rationale for undertaking the project, linking it to organizational strategic goals and demonstrating its value (PMI, 2017). An effective justification outlines benefits such as revenue growth, cost reduction, or competitive advantage.
  • High-level project requirements: These are the essential conditions or capabilities that the project must achieve to meet stakeholders' needs. Clarifying requirements early prevents scope creep (Kerzner, 2018).
  • High-level milestone schedule: This includes major phases and deliverables with estimated completion dates, enabling stakeholders to visualize project progression and timelines (Schwalbe, 2018).
  • Preliminary budget: An initial estimate of project costs assists in resource allocation and financial planning, though detailed budgeting occurs later (PMBOK Guide, 2021).
  • Stakeholders: Identifying primary stakeholders—individuals or organizations impacted by the project—is critical for engagement and communication planning (Bryson, 2018).
  • High-level project description, boundaries, and key deliverables: This describes the project's scope, including what is within and outside the project's scope, and highlights critical deliverables that mark project success.

Developing a Detailed Stakeholder Register

The stakeholder register complements the project charter by offering a detailed account of all relevant stakeholders. It helps manage expectations, influence, and communication. Its core components include:

  • Listing of all relevant stakeholders: This comprehensive list encompasses internal and external parties such as sponsors, team members, clients, vendors, and regulators (Bourne, 2015).
  • Roles & Responsibilities: Defining each stakeholder's role clarifies expectations and promotes accountability within the project framework (Olander & Landin, 2005).
  • Communication format: Outlining preferred communication channels and frequency ensures consistent, transparent communication — crucial for managing stakeholder engagement (Kamara et al., 2020).
  • Comment section: This area provides space for additional insights, concerns, or notes about the stakeholders’ interests and potential influence on various project aspects.

Best Practices and Summary

Developing the project charter and stakeholder register requires meticulous attention to detail, strategic insight, and organizational alignment. Engaging key stakeholders during initial document drafting ensures their expectations are appropriately reflected, fostering buy-in and reducing resistance later (Turner & Zolin, 2012). Utilizing templates streamlines the process, but these should be tailored to specific project contexts to ensure relevance and clarity. Regular updates and reviews are essential, especially as project scope and stakeholder dynamics evolve (PMI, 2017).

In conclusion, the project charter and stakeholder register are vital instruments that set the foundation for success. A well-crafted charter provides clear authority and direction, while a comprehensive stakeholder register ensures effective communication and stakeholder management. Together, they facilitate project alignment, minimize risks, and promote achievement of project objectives.

References

  • Bourne, L. (2015). Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Routledge.
  • Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthen and Sustain Organizational Achievement. John Wiley & Sons.
  • Kerzner, H. (2018). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • Kamara, J., et al. (2020). Stakeholder engagement in project management: A systematic literature review. International Journal of Managing Projects in Business, 13(3), 635-651.
  • Olander, S., & Landin, A. (2005). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 23(4), 321-328.
  • PMBOK Guide. (2021). A Guide to the Project Management Body of Knowledge (7th ed.). Project Management Institute.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th Edition. Project Management Institute.
  • Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
  • Turner, R., & Zolin, R. (2012). Forecasting success on large projects: Developing reliable scales. International Journal of Project Management, 30(5), 641-651.

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