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Project Charter

Approval The following people are considered key stakeholders in this process, and should review and indicate their approval by signing below. Sponsors Name Title Signature Date

Core Team Name

DRAFT
Role Program eader !ngineering Representative "arketing Representative

Signature

Date

Change Management #hanges should and will be considered when, after a decision has been made, new information arises, or conte$t changes. %ubstantial changes to these agreements will be assessed for impact to pro&ect goals and reviewed by the #hange Review 'oard (#R'). The #R' consists of ***,+++, and ,,,, with appropriate input from other key stakeholders. %uggested changes and impact assessment will be tracked in a change management log. Approved changes will be incorporate into this and other pro&ect documents and recorded in the revision history block above.

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4iefling #onsulting #onfidential 5 Proprietary

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Product Lifecycle Project Charter


verall !oals " #hat $enefits are %e creating& 9n collaboration with *+, stakeholders, conceptuali:e, design, document, and implement a Product ifecycle (P #) Process at *+,. This will include8 -. P # overview description document. - Phased development process overview. - #heckpoint and actions6deliverables for each phase. 1. 9%; compliant key process documents. - #hecklists, templates appropriate to the P # developed. Target Customer(Audience The entire cross<functional community at !$treme =etworks involved in the product generation and mfg. process. )*pected distri$ution channel >ia liaisons to individual departments, and via formal training programs conducted by the P # #ore Team. +ey ,enefits- .eatures and Re/uirements -. provides a P # with structure and rigor sufficient to permit *+, to achieve 9%; .22- certification. 1. is agile, change<hardy and adaptable, enabling *+, to continue to function in a nimble, responsive fashion in the best tradition of a start<up company. A. is tailored to the reBuirements of selling to a limited number of service providers. C. leverages and builds upon the organi:ationDs e$perience with P # processes and captures best practices while avoiding ineffective e$cesses. 3. be inclusive, incorporating all relevant stakeholders in the right amounts at the right times. Core Team " #ho is going to ma'e it happen& Pro&ect eader *** "fg. ead *** Process ;wner *** Developer *** !ngineering ead *** Product "anagement ead *** 4eb6Tech 4riter *** Document #ontrol ead *** 9T ead *** Target Price =A +ey Competitors ?%ame old way@ and as hoc processes.

+ey Metrics " 0o% %ill A1 1 Success $e Measured& %i$ months from now a review of this pro&ect concludes8 -. The Product ifecycle (P #) guides and supports product development teams and sponsors in consistently doing the right things for the business overall. 1. There is buy<in from all stakeholders that the P # is useful, and it is in use by all product development teams. A. 9t is considered effective and efficient E ?&ust the right amount@ of process structure to optimi:e results. C. !$ecutive sponsors are able to make better decisions at decision points as a result of more consistent and comparable processes across pro&ects. 3. 9t supports reducing product development cycle time. Critical Success .actors to Achieve !oals #hat this Project is N T -. #ommitment at the e$ecutive sponsor level to actively -. A documentation e$ercise, or re<writing e$isting docs. lead and support this effort. 1. Developing a ?Fate@ process. 1. 'andwidth at other levels of the organi:ation to A. An attempt to document an ideal product development accommodate developing this process while meeting process to which *+, may aspire. other urgent business needs. C. An attempt to reduce the &udgment and fle$ibility A. #ontinuity of process ownership by the *+, employee reBuired of our product development teams. who will be responsible for facilitating and improving the 3. %olely a means to achieve 9%; certification. P # process. 7. A pro&ect to build binders of information no one uses. Top Ris's 2 Mitigation " #hat Could !o #rong& -. 9nterferes with critical other pro&ects. E Respect the 1. Documentation is created that doesnGt reflect the priority of other pro&ects. actual process in use. E Hp front focal interviews and ongoing review. Decision Priority List " 0o% %ill %e ma'e trade3offs& Assumptions I- J !ffectively meet the goals and deliver the benefits. Pro&ect schedule is fle$ible enough to accommodate I1 J Do so in a way that builds cross<functional collaboration. vacations and other planned absences. IA J "eet the scheduled milestones on time. Full funding and staffing from kick<off through pro&ect IC J %tay within the agreed upon budget. completion. Target Dates for Major Milestones Rough rder of Magnitude ,udget )stimate Date Milestone People Mimberly -3 E 13 hours6week April K2A 9nitiate Pro&ect Narvey -2 E -3 ? April K2A arry, "oe, %hemp, others -2 E -3 ? Mick ;ff at #;; evel Lune K2A 4eb development OOO...C2 hours Focal 9nterviews #omplete Luly K2A Total8 P - E -.3 FT! for C months %ign ;ff #harter Aug K2A !Buipment =6A P # Plan Review and Approval %upplies Q 322 T'D . . . Team 9ncentives 5 #elebrations Q A222

DRAFT

-./012333.doc

4iefling #onsulting #onfidential 5 Proprietary

--61061227 -1831822 A"