University of San Carlos

School of Engineering
Department of Industrial Engineering
Organization and Decision Sciences Cluster
First semester AY 2020-2021

IE 3112: Project Management

Capstone

Project charter guideline

Version 1.0 | 30th September 2020

The same introductory part from the business case (BC) guideline applies here.

Format
The same format guideline from the BC applies here.

Front page
The same front page guideline from the BC applies here.

Main body
Component Description
1. Introduction Instead of re-stating the problem like in the BC, provide an overview of the project.
The thoughts presented here may or may not have some overlaps with the
problem statement. However, the main goal of the introduction that differentiates
it from the problem statement is that the introduction is more of a generic
overview rather than a problem-focused statement. In the case of CESAFI, discuss
more about the nature of the event, something about its history, what universities
are involved, its highlights, and so on.

2. Objectives Same in the BC. Elaborate any points that were generic from the BC. Both versions
should be consistent.

3. Stakeholders The stakeholders should be more specific than what were mentioned in the BC.
For instance, if a previously a stakeholder was identified as ‘university
representative,’ it should already be ‘Fr. Narciso Cellan Jr., SVD, President,
University of San Carlos.’ Of course, not all stakeholders can be named specifically.
Identify names where applicable only. Else, you can retain the generic terms from
the BC, like tricycle drivers or teachers. In case you think that a particular person
should be identified but you don’t have any specific name to be placed, you can
make up some names. Names are not that important. They will not be verified. It is
the sense behind putting names that matters more.

Feel free to present the stakeholders in any manner you find appropriate, e.g. in
some form of visuals where applicable (like an organization chart, with or without
their pictures; or perhaps some kind of schematics or stakeholder map)

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Component Description
4. Governance The project team members generically identified in the BC will now be assigned
into roles. Assign someone to be the project manager, then the rest with position
titles that will have roles related to the PMBOK areas: time, cost, quality, HR,
communications, risk, procurement, and risk; as well as the PMO. Since there are
only five or six members in the group, it will be up to you to assign more than one
role to a specific member. It is up to you to make up the position titles. You can
benchmark online. Some examples of position title are PMO manager, finance
officer (for cost), quality control analyst (for quality), and so on. Be creative.

It may not be strictly followed, but it may be that the member assigned to a role
may eventually focus on developing that section of the PM plan. For instance, the
member assigned to the PMBOK time aspect may be the one who will lead in
developing the network diagram and schedule; the one assigned to cost aspect
may lead in developing the earned value analysis computations. Of course,
everyone is encouraged to help in developing all aspects of the PM plan later. It
will be up to the team to strategize on the distribution of work later in the PM plan
development. On top of every section of the PM plan, there has to be someone
who will integrate all works to ensure coherence and consistency. For instance, if
you assign the project manager to coordinate all sections, this member needs to
ensure that the estimates used in the procurement plan should all be accounted
for in the cost management plan. Ensure consistency as well on the writing style.
On top of the organizational structure, include the job summary or job description
of each role. Research online for some examples of job summary/description.

5. Scope This complements the information stated in the BC and is more detailed in case
the scope mentioned in the BC was generic. In the case of CESAFI, you can be more
specific by showing some illustrations (e.g. photos, graphs, blueprints) of the
venues (e.g. design of opening and close ceremony stages, tents for the athletes),
photo of the mascot, match diagram (e.g., USC vs. USJR, winner 1 vs. winner 2,
loser 3 vs loser 6), layout of the stadium like where the concessionaires or food
booths will be located, map that the parade or caravan will follow, official logo of
the event this year, and any other details you think are relevant.

6. Schedule Similar to the BC version but may be more detailed with the assumption that you
already have more information about the project some time after the BC has been
developed. The most detailed version of the schedule (i.e., network diagram with
forward and backward pass computations) will be developed in the PM plan. The
level of aggregation of the schedule developed here is somewhere between the
too generic version in the BC and the too detailed version in the PM plan.

You may choose to have a more detailed version of the Gantt chart (benchmarked
from the BC) or a generic network diagram (to be rolled down further in the PM
plan soon). It will be up to you to choose which manner to present. The very
detailed schedules (e.g., program of the opening and closing ceremonies, when the
fireworks start, the schedule of preliminary matches, quarters, championships) will
be detailed in the PM plan.

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Component Description
7. Cost No need to show cost-benefit analysis here. Only the cost part is presented, with
the total project cost at the bottom (including any allowances or reserves added).
Apply the theories you learned from accounting on how to best organize the
accounts and items. For instance, your costing may be in terms of activities (e.g.,
opening ceremony, basketball); or days of the event (e.g., day 1, day 2); or some
conventional accounting terms (e.g., equipment, materials, training, overhead,
local transportation, overtime, etc.). You can play around with the presentation of
the finances. The key is just be consistent with the estimates mentioned in the BC,
PC, and PM plan.

8. Risk Roughly similar to BC. Include more details as more information are collected after
assessment the BC has been developed.

Others Should there be any other aspects that you find important or relevant to be
included in the document, feel free to include them as additional section/s, e.g.,
more pictures, appendices, references. The section numbers and order are not
important.

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