PM 343 Team Project:

Project CHARTER - Multiplex Engineering -- 2022 Update v1

Source Reference:

Multiplex Engineering (MXE) has been expanding exponentially in the calculator, watch and small electrical device markets for the last decade. Like all startups, it had concentrated initially on establishing its niche and expanding the business. MXE now has over 10,000 employees and plants in three cities. It has become apparent in the last 18 months that the period of exponential growth may be drawing to a close, although they had every prospect of a healthy - even above average - profit/rate of return for the foreseeable future. In the scheme of things in the maturing organization, it is time to take stock of MXE management systems and update them. At this point the leaders know that improvements to the business, and the bottom line, could come from adapting to modern management systems, including the development of an appropriate project management system and culture.

A major step in that direction is considering a new project that would involve developing an information system that would allow all employees and customers to access and maintain their own human resources information, such as address, marital status, tax information, and so on. The main benefits of the system would be a reduction in human resources personnel and more accurate information. For example, if an employee or customer had a new telephone number or email address, she would be responsible for entering the new data in the new system. The new MXE system would also allow employees to change their tax withholdings or pension plan contributions. It looks like the project is getting ready to kick off in two months. A duration of six months and a budget ceiling of $500,000 has been established.

You have been hired as a consultant to help train the project manager and the project team in contemporary techniques of project management, and guide them through this first critically important project. You realize that nothing is more important than ensuring a strong alignment between corporate and project goals throughout the project's planning and execution. To that end, you have decided that you will orient your workshops with the client around those elements of scope planning that should ensure that congruence: The Project Charter, The Scope Statement, the Work Breakdown structure, and the Project Schedule.

The essence of the project is contained in each of those seminal documents, in increasing level of detail. They must track logically from one to the other, always reflecting the organization's goals for the project and the Business Plan. Building upon those, the Project Schedule then disciplines the production of the deliverables that accomplish those goals. The overall content of your training scheme as a consultant will address a number of issues, including but not limited to the issues.

Include as signatories several functional managers (at least three), in addition to the Project Sponsor. Functional Managers are those in charge of their functional departments. They are usually at the Vice-President level. Examples could include VPs of Human Resources, Engineering, Development, Quality, Logistics, Marketing, Operations, Planning, Procurement, Finance, etc. Remember, the Functional Managers are the critical stakeholders that will give the project its resources. You can create fictional team members and functional managers.

The source is in the background Multiplex Engineering

Title: Multiplex Engineering

Key Assumptions

(List and describe specific project assumptions associated with project scope)

Describe the Assumptions made about the project in the Project Description.

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	Key Assumptions
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Stakeholders

Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may also exert influence over the project.

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	Stakeholder	Department/Group	Impact to Project
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Project Risks and Mitigation Strategies

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Project Constraints

According to the PMBOK, a constraint is "an applicable restriction or limitation, either internal or external to the project that will affect the performance of the project." Example of a schedule/time constraint: Project must complete by 6/30/2010. Example of a cost constraint: Project budget is limited to $1M. Example of a resource constraint: There are 3 HealthConnect resources available to work on this project.

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Key Risks

Define known and potential risks and strategies that will be taken to mitigate such risk)

List any potential risks and suggest possible strategies or tactics to mitigate their effects. Issues of concern include capital, resources, timeliness, sponsorship changes, culture, and expected delays. Consider possible scenarios and include them if they would likely cause the project to produce less than optimum results.

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Key Dependencies

(Identify other interdependencies and relationships with other projects)

List other projects that may impact this work, and how they will be resolved. Indicate whether this project is a sub-project of a larger initiative.

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	Key Dependencies
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Project Governance and Oversight (Decision Makers)

(Decision-making and conflict resolution pathway)

Identify the decision rights for this project, outline the escalation process, and describe the governance structure.

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Schedule / Milestones

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	Initiation	Planning	Execution	Deployment	Close-Out
Key Milestones
Key Activities
Key Deliverables
Approximate Timing

explain the difference between a Team Contract and a Project Charter. Among other things include in which Process Group of a project each is produced.