PROJECT CHARTER

1. General Project Information

Project Name: Culminating Team Project
2. Project Team
Name Department Telephone E-mail
Project Manager:
Team Members: Jose Brioso Project Management 301-326-7263 jbrioso@asu.edu
George Chacon Project Management 504-232-6146 gachacon@asu.edu
Andrew McHugh Project Management 480-326-8151 andrew.mchugh@asu.edu
Austin Smith Project Management 714-686-4623 ajsmi123@asu.edu

3. Stakeholders (e.g., those with a significant interest in or who will be significantly affected by this project)
Jose Brioso, George Chacon, Andrew McHugh, Austin Smith, EverGreen Organization

4. Project Scope Statement

Project Purpose

Purpose for the near future: The purpose of this project is to develop a series of training modules on project quality
management for mid-level managers.

Broad goal: Work together, in a newly formed group, to collaborate and communicate to achieve the established project
objectives within the given constraints, expand our Project Management skills, and meet the deadlines provided.

Objectives
The objective of this project is to provide training, as certified Project Managers, to mid-level managers of EverGreen
Organization to enhance their quality, so they can see improvement in their future product offerings.

Deliverables

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 1. Team Introductions
1.1. Identify if each team member is more likely to be “better late than never” or “the early bird gets the worm” in
meeting deadlines.
1.2. Determine the communication method(s) that will be used to communicate throughout the project.
1.3. Determine the leadership structure, including an editor to review the documents before submission.
1.4. Provide names of team members, location, work, and aspirations within submission
2. TEAM Culminating Project Milestone 1 (Team Charter)
2.1. Identify team charter template
2.2. Determine at least three duties or expectations that our team members will be responsible for
2.3. Identify due dates of upcoming group assignments
2.4. Create the purpose or goal for the near future in this course
2.5. Create at least one broad, generalized goal
2.6. Create a two-three paragraph essay explaining the role of Quality in project management
2.7. Create a two-three paragraph essay identifying and describing at least six (6) key attributes of Project
Quality Management that are important for our clients to know about the PQM process.
2.8. Cite all sources used within the document
2.9. Hold vote as a project team on the final draft to ensure there are no major points of contention
2.10. Turn in assignment
3. TEAM Culminating Project Milestone 2
3.1. Determine how we will construct our project (video, powerpoint with audio, Zoom training, etc..)
3.2. Create a three-five page document which contains:
3.2.1. Project overview, topic outline, and assignment of labor for the team
3.2.2. Overview of the presentation format we will use for manager training
3.2.3. Identify six (6) attributes or “takeaways” that managers should understand about the project
quality process
3.2.4. Provide a detailed outline of the material we will include in our presentation format
3.2.4.1. Introduction
3.2.4.2. overview
3.2.4.3. key elements of quality management
3.2.4.4. overview of two TQ tools (Rose, pg.97)
3.2.4.5. takeaways that managers should understand about the project quality process
3.2.4.6. conclusion
3.2.4.7. references
3.3. Cite all sources used within the document
3.4. Hold vote as a project team on the final draft to ensure there are no major points of contention
3.5. Turn in one assignment for the entire team
4. TEAM Culminating Project Milestone 3
4.1. Create a presentation with audio narration which contains:
4.1.1. A brief overview of why the organization is involved in project quality management training in the
introduction
4.1.2. Identified six (6) critical takeaways from PQM training for managers
4.1.3. Explain the importance of the project quality management related to the health of the organization
4.1.4. Describe and explain the use of two PQM Analytical Tools
4.1.5. Include the key role of management and organization training in the success and failure of PQM
4.1.6. Explain why project quality management is important for the organization
4.1.7. Provide an overview of the PQM process model (see course overview slides in Module 1)
4.1.8. Develop a conclusion for the presentation
4.1.9. Include an audio file
4.1.10. Cite all sources used within the document
4.1.11. Hold vote as a project team on the final draft to ensure there are no major points of contention
4.1.12. Turn in assignment

Scope

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In-scope for the project:
● Team introduction document
● Team Charter
● Project overview document
● Training document on project quality management
● Training session with EverGreen Organization mid-level managers to train project quality management

Out-of-scope for this project:

● Training the full EverGreen Organization on quality management
● Enhancing EverGreen tools, processes, or procedures
● Creating training material outside of presentation with audio narration

Project Milestones
● 10/30/22 - Team Introductions
● 11/06/22 - Submit TEAM Culminating Project Milestone 1
● 11/20/22 - Submit TEAM Culminating Project Milestone 2
● 12/01/22 - Submit TEAM Culminating Project Milestone 3

Major Known Risks (including significant Assumptions) Identify obstacles that may cause the project to fail.

Risk Risk Rating (High, Medium, Low)

Miscommunication for the desired outcome High
Internal Conflict between team members Medium
Incorrect type of training chosen Low

Team Expectations (duties or expectations for the project group team members that we will be individually or collectively responsible for)
1. We will all contribute to our desired roles to the best of our abilities to produce the best outcome possible.
2. We are all expected to be present at each team meeting or successfully communicate why we can't.
3. We are all expected to make our deadlines for our designated roles or successfully communicate why we can't while
having someone cover for their section.

5. Communication Strategy
The team has agreed to the following communication strategy:
● Video communications through Zoom conference at least once per week for one (1) hour
● Work will be created, shared, edited, and stored within Google Docs, which will allow the team to collaborate
effectively.
● Communication between weekly video conferences will take place through text message or Canvas email.

6. Sign-off
Name Signature Date
(MM/DD/YYYY)
Executive Sponsor N/A N/A N/A
Department Sponsor N/A N/A N/A
Project Manager N/A N/A N/A
7. Notes

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 PART 2
What is project quality management you might wonder. It is the processes and activities that are
used to figure out and achieve the quality of the deliverables of a project. Although the word
“quality” may be used very freely, it is what the customer or stakeholder needs from project
deliverables. The quality of a project is maintained by the stakeholder and customer, but the
standards may also be defined based on organizational values.

Some may think quality is something you would measure after the project is completed, it is a
misconception. It is no good to review project quality at the end of the project as it does not allow
any opportunity for improvements to be made. Measuring quality may be very difficult as there are
many definitions of it. But project quality may be measured by achieving the project goals or
benefits, maintaining the level of performance over time, or even high quality activities.
Understanding these factors of measuring quality in a project, it will allow you to adjust project
strategies and management accordingly.

There are three primary areas of project quality management, each filling a slight different role in
the quality management process. Elements based on project-related goods, flaws, processes,
customers, and systems can be used to describe the idea of quality in program management (Rose,
2014).The first element is quality planning. This should be the first step in quality management as
during this stage teams clearly define how the plan or process of action will be performed. This
should include steps the project team will take, such as regular meetings or progress checklists in
order to meet all quality milestones. The second element is quality assurance. During this stage a
series of actions designed to ensure the final outcomes of a project meet the expected quality
requirements. The goal here is to prevent problems before they happen by following the processes
agreed on. And lastly the third element is quality control, it involves activities used to evaluate
whether the product or service meets quality requirements that are specified for the project. The
activities are inspecting, measuring, and testing to verify that the project outputs meet the expected
quality defined during the quality planning stage.

The concept of Quality in Program Management involves a holistic approach to meeting customer
needs and expectations while considering the enterprise's needs. Delivering on quality means a
happy customer, and happy customers mean profit. (Brown, 2014) Quality management establishes
good standards, by determining how a project should be measured and the process that should be
taken to meet its standards. It also keeps stakeholders responsible by assuring the quality of a
project. Managing the quality of a project also allows to reduce costs. A good quality management
plan will streamline processes and increase productivity levels, which can create higher profits.
After all, "Quality is not an expensive process, an expensive product, or time-consuming."
(Rose,2014,p.13). It does help to further solidify the reputation of any business, small or large.

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Knowing what project quality management means to the process of creating quality for the
client/customer and setting standards that will meet the expectations of both the project
management team and the stakeholders that are involved. We must recognize what drives the
process. There are attributes we feel are essential in the project management process.

Beginning with a quality management plan that is beneficial to project managers because it is the
start of the process. It “establishes the basic principles that should govern the organization’s actions
as it implements its system for quality management” (Rose, K. 2014, p.50). There are also four
elements within the plan, which is a quality policy, who is in charge, where are we going, and how
are we going to get there. These four elements are useful at the initiation of a quality management
plan.

Identifying customers, whether they be external, hidden, or internal it is important to know who they
are and how to recognize and prioritize their significance to the project. From the customer and
client to those who may not have anything to do with the project but may be influential to the client.
There are four steps involved in identifying customers. They are analyzing the contract, analyzing
the project team and organization, analyzing the product use, and analyzing the means of
production. Analyzing the contract will identify the paying client and other important external
stakeholders. Analyzing the project team and organization will identify the internal stakeholders,
such as vendors, project team members, and contractors. Analyzing the product use identifies the
end user who is just as important as the paying client. Analyzing the means of production identifies
internal users “may clarify or confirm internal customers already identified or add additional
internal customers that were missed when analyzing the project team and organization.” (Rose, K.
2014, p.53)

We have mentioned prioritizing customers, but it must be emphasized for the need in understanding
the importance of the many customers that the project team must identify. The reason for such
emphasis in prioritizing them is because a single customer can bring the whole project to a halt and
the project team has to consider the power and influence these customers possess.

Identifying Requirements are important for project success and the paying customer is the source of
the requirements. The contract terms and conditions explain what must be done and it also identifies
the organizational elements, suppliers, and subcontractors (Rose 2014). This requirement is
important to the project team because they are not vague statements but are directly stated.

Quality Control serves a purpose in monitoring project results. Results may confirm that everything
is well, it may provide the need for corrective action, and the results provide important information
to the quality assurance process (Rose 2014). Also, quality control makes sure that the results are up
to the specifications of the deliverable.

Quality Improvement “is a deliberate process that uses objective measurement and data” (Rose, K.
2014 p.85). It also is a reason for adding efficiency and improving the product for the client. This
process can also reduce defects, waste, and time by making better products. Most importantly it can

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reduce costs, which is important to the organization as they are able to maintain their ability to
survive and grow their business.

These attributes are just a few too mention but they are important to the organization in not only
understanding what goes into achieving quality in the product but how quality drives the process for
the project management team.

Page 6 of 15
 References

Brown, J.T. (2014) The handbook of program management: How to facilitate project success with
optimal program management. 2nd Ed. McGraw-Hill Education.

Rose, K.H. (2014) Project Quality Management, Second Edition: Why, What and How (2nd Ed.)
Fl: J Ross Publishing.

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 MODULE 2 : Assignment format

● This milestone should be about 3 to 5 pages in length and

● Contain an overview of the presentation format you are considering for the
manager training and
● Identify six attributes or “take aways” you believe mangers should understand
about the project quality process and (Take-aways are significant information
you want your clients to remember from your training. Example: In high
performing organizations well trained managers have the knowledge and skills to
support PQM initiatives. (Project Management Solutions: Webinar- How
Adaptive is Your Organization: Key Success Factors in the Changing World of
Project Management, 2019)
● Conclude with a detailed outline of the material you will include in your
presentation format. To include the introduction, overview, key elements of QM,
Role of Management. overview of two TQ tools, "take aways", conclusion/wrap
up and references.
● Identify team member assignments for development of the presentation.
● Remember ALL work needs to come from the perspective of your TEAM
position in the scenario listed above.

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 Overview
The purpose of this document is to communicate what Quality Management is
and why it is necessary.

Topic Outline
1. Introduction - Andrew
2. Overview - Austin
3. Key elements of quality management - Jose
4. Overview of two TQ tools - Andrew
5. Role of Management - George
6. Takeaways that managers should understand about the project quality
process - Jose/Austin/George
7. Conclusion - Austin
8. References - All

Outline
Introduction:

Welcome to Project Quality Management training!

Effective project quality management is everyone’s responsibility and when done correctly, it will
ensure that the EverGreen organization reliably delivers quality products and services. While
quality management is vital to the growth and performance of any business, the true benefit will be
seen by your customers, who will take notice of your consistent quality and continue to trust the
EverGreen organization for your products and services.

Overview (why project management is beneficial):

Throughout this powerpoint presentation, we will be providing you with information that includes
six attributes of quality management, the key elements of quality management, the role of
individuals in management positions, two total quality management tools that will significantly
assist in your personal and professional processes, and the takeaways from this lesson. The reason
for why project management is so crucial to quality is due to the expectations provided by the
customers and the promise of it from leadership. However, meeting these goals will be extremely
difficult without an experienced individual equipped with the required tools to direct the
assignment. This is the reason why we are providing you with this training.

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Key Elements of QM:

There are three primary areas of project quality management, each filling a slight different role in
the quality management process. Elements based on project-related goods, flaws, processes,
customers, and systems can be used to describe the idea of quality in program management (Rose,
2014).The first element is quality planning. This should be the first step in quality management as
during this stage teams clearly define how the plan or process of action will be performed. This
should include steps the project team will take, such as regular meetings or progress checklists in
order to meet all quality milestones. The second element is quality assurance. During this stage a
series of actions designed to ensure the final outcomes of a project meet the expected quality
requirements. The goal here is to prevent problems before they happen by following the processes
agreed on. And lastly the third element is quality control, it involves activities used to evaluate
whether the product or service meets quality requirements that are specified for the project. The
activities are inspecting, measuring, and testing to verify that the project outputs meet the expected
quality defined during the quality planning stage.

Overview of Two TQ Tools:

Histogram:
The first tool that could help a project team is a histogram, which is a Quality Management Tool
that will “display frequency distribution, or how often (frequency) individual data points occur
across the range of the data from low to high (distribution)” (Rose, 2014, pg.103).

Using a histogram to ensure quality is as simple as taking a mountain of data contained on a

spreadsheet and organizing it in a sequential manner in chart format that is clearly understood by
anyone in the organization.

Using a histogram is a great way to put data in a bar graph format that makes it quick and easy to
spot trends.

There are six steps to creating and using a histogram:

1. Select what you are measuring, which could include any number of data points that lie
within a range of values.
2. Collect the data, which may be readily available in spreadsheet format.
3. Prepare the frequency table, which organizes the data in a sequential format
4. Design the histogram in a way that is organized and can be understood and interpreted by
others
5. Draw the histogram, with a suggestion to use the chart-making feature in excel, as an
example
6. Interpret the data by examining the bars and see how they relate to one another.

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Cause and Effect Diagram:
Whether you call it a Cause and Effect diagram, a fishbone diagram, or an Ishikawa diagram, our
second Quality Management tool is important for all project managers to fully understand.

A Cause and Effect diagram is important, as every project will encounter issues at some point in
their lifecycle. It is inevitable that something will go wrong and a project manager will need to stop
the process and work to understand the issue.

Hopefully that issue is readily apparent and the project can continue quickly. When the issue is
more complicated and requires a deeper dive into the area of concern, creating a fishbone diagram is
incredibly helpful. By breaking down each level of the problem to deeper sublevels, a project
manager is able to diagnose the cause of the issue easier.

There are four steps to creating a Cause and Effect diagram:

1. Identify and define the problem. This is where a project manager will need to be very
specific regarding the issue that needs to be solved.
2. Identify the major causes that are relevant to the specific problem. You should not be too
broad or generalized here.
3. Decompose those causes down several levels. By breaking down each level of the problem
being analyzed to deeper sublevels, the analysis will be thorough to fully understand the
issue.
4. Identify root causes that occur multiple times. If you continue to find the same cause is
prevalent throughout the diagram, that may be your root cause.

A cause and effect diagram is important for the quality of a project, as blindly trying to solve for
what you think might be the cause of an issue may cost time, money, and valuable resources.

Role of Management:

Role of management has many parts to play in order to keep the organization progressing forward
and ultimately keeping to the vision and mission set by the organization. Role of program manager
“can vary from managing multiple projects to managing multiple projects with operational
responsibilities in addition to being accountable for profit or cost targets linked to business strategy”
(Brown, J. 2014, p.1). Program managers are responsible for how the work is completed. Project
managers' role is to deliver a product, service, or process within scope, time and cost.

Change and risk management are other parts that play an important role in management. Change
management “is a way to prepare customers, stakeholders, and team for change” (Brown, J. 2014
p.177). Risk management are uncertainties and has four categories, which are risks, issues,
assumptions, and questions. “Risks are events that are uncertain. Issues are actionable items that
require a resolution or a decision. Assumptions are items believed or presumed to be true as a basis
for establishing plans or making decisions. Questions are items that need to be addressed or
addressed” (Brown, J. 2014 p. 200).

Management has a vital role to play in maintaining quality and improving performance for the
organization, customers and stakeholders.

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Six Attributes
Attributes
Quality Management Planning
Identifying Customers
Prevention Over Inspection
Takeaways
Quality in terms of program or project
management can be viewed through multiple
facets, including products, processes, systems,
customers, and defects. Furthermore,
higher-quality processes and systems are
designed to produce higher-quality products
and services. Therefore, with so many possible
factors and expectations, planning is essential
to achieving success as it establishes the basic
principles of the organization and the
boundaries that need to be comprehended for
overall success.
The identification of customers is a process that
can be broken down into four steps that
categorize each individual into external,
hidden, and internal groups. The steps are
analyzing the contract, the project team and
organization, product use, and overall means of
production. After careful consideration, their
significance and impact on the overall goal of
the project are determined and classified for
preference.
Quality does not come for free. We use the
methodology of Cost of Quality (COQ) to
allow us to determine the extent to which
resources are used for activities that prevent
poor quality. These activities can be broken
down into two categories; cost of conformance
and cost of nonconformance. The cost of
conformance is really the prevention costs.
They are primarily related to training,
documentation processes, the equipment
needed, inspections and the time required to get
the appropriate quality done. The
nonconformance costs are the internal failures
that cost the organization capital. Examples can
be reworking a task, or evening starting a
portion of the project from scratch. The cost of
preventing mistakes is generally much less than
the cost of correcting them when they are found
by inspections.
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Customer Satisfaction Without any customer satisfaction, there can be
no quality. Projects start with the best
intentions and are driven by customers from
start to the very end. Customer satisfaction is
all about understanding, defining, evaluating
and managing the customers requirements to
meet their expectations. During the duration of
the project, project managers will speak
directly with customers to ensure the progress
of the project is up to their satisfaction or not.
One way project managers can get this
information from their clients through
organized surveys. They may measure the
results based on the answers provided by the
customers. Overall it's critical to keep track of
the satisfaction of your customers. Meeting
customers' satisfaction levels will allow you to
retain them and potentially open more doors for
future projects.

Quality Control -”Results may confirm that all is well, as long

as results are within specifications.”
-”Results may provide a basis for corrective
action if results do not conform to
specifications.”
-”Results provide feedback to the quality
assurance process. Quality assurance activities
are intended to ensure conforming
performance.”
-”Inspections ensure that the process is
performing as planned.”
-”Inspections include measuring physical
characteristics of a product; examining
products for completeness or correct assembly;
and testing products for performance.”

Quality Improvement -”It is a deliberate process that uses objective

measurement and data. All quality
improvement begins with data collection.”
-”Basic reason is to improve products or reduce
deficiencies.”
-”Produce better products for customers.”
-”Better processes lead to more efficient use of
time, less waste, or fewer defects.”
-”May reduce costs.”
-”Global competition will cause quality

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 improvement to make products more
competitive in the face of low-cost labor
markets.”
-”New technologies along with the pace require
change and we must improve to keep up to
provide better products and services to our
customers.”
-”Improvement methodology, which is the plan,
do, check, act cycle. Plan is the starting point
where a process is selected for improvement.
Do is the test case and critical step of the
approach. Act is to implement the change if all
goes as expected. If not, revisit the process and
begin the cycle again.”

Conclusion:

Thank you, everyone, for taking the time to participate in this training session; throughout this
process, you should understand the three areas of quality management, quality planning, quality
assurance, and quality control, and their respective places in quality management. Furthermore, we
have provided you with two total quality tools that we felt were the superior options of the many
that organizations enforce. Both tools in this presentation were included with a description of their
use, their steps to create one, and the ability to implement one into your own projects. “The key to
project quality lies in making a more effective, meaningful transfer of proven quality methods to a
general project management domain.” (Rose, 2014, pg.4) Improving processes is not an action that
one individual can accomplish; it requires a team, and the goal of EverGreen is to provide the best
quality products and services as a team.

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References:
Brown, J.T. (2014) The handbook of program management: How to facilitate project success with
optimal program management. 2nd Ed. McGraw-Hill Education.

Rose, K.H. (2014) Project Quality Management, Second Edition: Why, What and How (2nd Ed.)
Fl: J Ross Publishing.

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