FCA 151 Projects Management and Policies & Procedures (40%)
Assignment #2 Due Date: Nov 1 2017
Part I
A project charter formally authorise the existence of a project. It describes what is and what is not included in a project. More importantly, a project charter supports the decision making process of a project and its initial definition of project scope helps prevents a project from creeping!
Based on the Treasury Board of Canada Secretariat’s Project Charter Guide, review the 2 project charter templates provided and critique both on its advantages and disadvantages.
Which templates do you prefer and why? (10%) You choice should be based on a review of the following criteria:
Content (Even though they are not comparable projects, a successful project charter should contain all information that are necessary to achieve its objectives.)
Format
Presentation – how it addresses the end user of the charter
Language and usability
Which template might suit the needs of a compliance project better? (5%)
Template 1 https://it.ucsf.edu/sites/it.ucsf.edu/files/enterprise_reporting_charter.pdf
Template 2 Attached
Part II
You work for a bank and most of your company’s asset management product had entered the declining stage of the Product Life Cycle. In order to survive the current shrinking and competitive market place, you must focus your resources on developing a new product. The new product is a “New” daily interest savings account that has the following characteristics
Competitive daily interest
Unlimited internet (online) transactions
10 free ATM transactions at all interac banking terminal
Free cheques
Develop a Project charter for the new product development using the Treasury Board template (15%)
Make all necessary assumptions for resources, cost and participants of the project
Since it is a relatively simple product launch, you have only 30 days to complete the process
Your deliverables should includes all information necessary for the launch, advertising and promotion of the new product
Assume that the project had already passed the screening process and is a “GO”
Review comprehensive business analysis process in coming up with Risk factors
Probable resources for researches focus
Template # 2
Project Charter
1.0 PROJECT IDENTIFICATION
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Name
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Employee Recognition Framework
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Description
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Design, develop and implement the employee recognition framework
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Sponsor
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Project Manager
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Project Team Resources
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Communications, Policy, Healthy Workplace Advisory group, Attraction & Retention working group
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2.0 BUSINESS REASONS FOR PROJECT
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Improve government’s ability to attract and recruit high quality candidates and to compete more effectively (with the private sector and other levels of government for candidates)
Respond to the level of employee engagement and employee perceptions relayed though the corporate employee surveys.
An element of the Corporate Human Resource Plan
Component of a healthy workplace
Element of the Public Service Commission’s Business Plan for 2006/2007
Complements and builds upon existing departmental recognition activities
Complements corporate human resource values
Element of performance management
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3.0 PROJECT OBJECTIVES (PURPOSE)
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Overall, to create a workplace culture that includes regular recognition and feedback
To recognize employees for their high-quality service and commitment to public service
To reinforce linkages between employee performance and department business goals to achieve corporate goals
To develop tools, guidelines and support for departments to assist with departmental recognition activities
To develop and implement corporate recognition activities
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4.0 PROJECT SCOPE
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To include recognition activities for all government departments
To address two components of recognition - a corporate component and a department component
Includes guidelines to govern corporate and department activities
Does not include mandatory requirements
Framework, research summary, guidelines and tools to be developed and implemented by March 2007
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5.0 KEY PROJECT DELIVERABLES
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Name
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Description
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Framework
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Overall roadmap outlining key components of recognition activities
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Project charter
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Logic Model
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Outlines key activities, outcomes and measures
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Project backgrounder
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A supplement to the project charter outlining definitions and outcomes
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Research summary
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To include general, jurisdictional and corporate research
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Guidelines
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To include general program guidelines and financial guidelines
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Tools and resources
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To include templates, guides, sample surveys, quotes, tips, etc… for use by departments
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Communication/ Implementation plan
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Communication of framework, tools resources to stakeholder groups, communication plan
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Website
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To contain framework, guidelines, general information, tools and resources for use by departments, along with information on current activities/events.
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6.0 MILESTONE DATES
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Item
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Major Events / Milestones
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Dates
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1.
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Develop framework
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2.
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Complete a research summary
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3.
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Develop guidelines (general and financial)
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4.
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Consult with departmental reps (i.e. Health, Tourism), Attraction & Retention Working Group, Healthy Workplace Advisory Group
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5.
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Networking/Information event for all departments
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6.
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Develop department toolkit, templates, resources
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7.
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Implementation and communication to stakeholder groups
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8.
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Website launch
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9.
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Long Service Awards
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10.
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Premiers Award of Excellence
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11.
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Framework evaluation, consultations, lessons learned
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12.
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Premiers Award of Excellence
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7.0 KEY ISSUES
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Severity
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Description
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Different levels of implementation and buy-in; some departments have programs and others have not.
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Departmental recognition activities are not mandatory
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Buy-in from HR community and managers to take ownership of departmental activities
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Maintain momentum and sustainability of activities
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Timelines around the coordination of guideline development with development of the healthy workplace policy
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Timelines around coordinating the recognition framework implementation with the attraction and retention framework implementation
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Employee and manager perceptions
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Public perceptions
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8.0 RISKS
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Severity
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Description
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Support and buy-in of framework, guidelines and tools from the HR community
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Support and buy-in of framework, guidelines and tools from managers
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Support and buy-in of framework, guidelines and tools from employees
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Implementation timelines
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Availability of supporting resources (i.e. communication, policy)
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Treasury and Policy Board support of guidelines
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9.0 PROJECT’S CRITERIA FOR SUCCESS (MUST BE MEASURABLE)
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Increase awareness and consistent practice of recognition throughout the organization (post-presentation evaluations, employee survey results)
Enhance Government of Nova Scotia’s preferred employer status (public perception studies)
Create a healthier and more supportive working environment (employee survey results)
Improved job satisfaction and employee engagement (employee survey results)
Improved awareness and linkages between department business plans and individual and team performance (employee survey results)
Increased participation in corporate recognition activities (attendance, # of nominations received)
Increased favourable employee perceptions of feeling valued for their contributions. (employee survey results)
Increased favourable employee perceptions of being recognized for a job well done. (employee survey results)
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10.0 CRITICAL SUCCESS FACTORS
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Buy-in and support from senior leaders, HR community, managers, employees
Effective communication
PSC and department collaboration
Employee input into development and implementation of recognition activities
Employee awareness of department purpose, priorities, objectives, goals and values
Recognition efforts need to be: timely; meaningful; fair; inclusive
Activities are supportive of organizational values
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11.0 SIGNOFF
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Project Sponsor:
Date:
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