vetting requirements to conduct work on behalf of Capella Project Charter. Documentation and clear scopes and objectives must be reviewed and communicated in a timely manner to ensure adequate worker competencies. Furthermore, project efficiencies and productivities, communicated through adequate key performance indicators and metrics on dashboards and/or heatmaps, are pertinent to the company progression to success, as shareholder and investors are constantly reviewing for high enough Return on Investment. CAPELLA PROJECT CHARTER SCOPE_MBA6231 Page 6 Revised to accommodate PMBOK® 4 th edition
Capella Project Charter Project Scope Statement 3. Project Description 3.1 Deliverables Refer to Table 3 for schedule, accountable parties, criticalit66y of tasks and task description. Further explanation of project tasks are identified throughout the document, with information regarding appropriate actions, by whom, and when. 3.2 Fact Based Development The first phase identified in the CPC Project Scope MBA 6231 is the Fact-Based Development Phase, established to identify the facts of scope of work and if/how a contractor would be utilized to complete the work. This phase clarifies the understanding of the tasks required to achieve a desired outcome and integrate RC’s key value objectives, as applicable to the category. During this phase, the Category Manager / Procurement is responsible for "setting the stage" for subsequent contract category phases, builds a clear understanding of the organization’s key value objectives, engages with stakeholders, develops category overview, including profile with financial opportunities and implications, proactively identifies value driving execution activities in the supply chain. In doing so, a clear understanding of the needs of the task or projects must be defined and effectively communicated. The following are key components to be completed, documented, and reviewed prior to determining contractor needs: • Clearly defined organization’s key value objectives, specific to the category • Stakeholder engagement and communications • Category overview, including a high-level category profile with spend, savings opportunities, supplier summary and the external landscape • Identified value driving execution activities (within the supply chain) • Research conducted and reported of the external marketplace, including which key inputs drive the TCO of the category and how the category cost structure is determined and influenced by external factors • Comprehensive understanding the potential Supplier and market conditions, with consideration of potential emerging market and local procurement opportunities CAPELLA PROJECT CHARTER SCOPE_MBA6231 Page 7 Revised to accommodate PMBOK® 4 th edition
Capella Project Charter Project Scope Statement 3.3 Scope Exclusions.
You've reached the end of your free preview.
Want to read all 14 pages?
- Spring '17
- Tom Jensen
- Project Management, Capella Project Charter, Capella Project