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Project Charter

This document to be used by project managers and the PMO. (See instructions below)

1. DETALLE DEL PROYECTO

Nombre del proyecto: Organización encargada de envasar y venta del café (OEVCA)
Patrocinador: ADOLFO FALCON OLIVAS

2. EQUIPO DE PROYECTO
Nombre Departmento Área de ctividad Roles Telephone/E-mail
-Seguimiento
de tareas
-Exponer el
tiempo de
Programa / gestión de dedicación
Gantt PV Proyectos previsto para -
Administrador de proyectos
diferentes
proyectos: tareas o
actividades a
lo largo de un
tiempo

Equipo de gestión:
-Control de
DIRECTOR DE IVAN MAYHUIRE calidad
CALIDAD MAMANI Proyectos CALIDAD
-Area legal
999213677

-Certificación

DIRECTOR DE PAGAN -Contabilidad


MARKETING Y CORDOVA, Proyectos MARKETING -finanzas 929211100
FINANZAS JHOSEP

DIRECTOR DE ADOLFO -Logistica


OPERACIONES FALCON OLIVAS Proyectos OPERACIONES
-producción
999273111

-
EFRAIN Reclutamiento
DIRECTOR DE R.R.H.H HUACCHILLO Proyectos R.R.H.H de personal 99219604
CARHUATOCTO
-Capacitación

3. GRUPOS DE INTERÉS CLAVE


El patrocinador / Los productos de café / Los transportistas
Grupos de Proyectos / Población sin trabajo / Nuevos mercados
Población peruana / Tiendas de café / Cliente fieles

4. ENUNCIADO DEL ALCANCE DEL PROYECTO

Propósito del proyecto

Construir una entidad Juridica, que procese y venda café, del mismo modo ayudar al agricultor (produccion del cafe) a
expandir su mercado manteniendo nuestros clientes ya ganados y mejorar sus ingresos

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Project Charter

Objetivos de alto nivel

-Construir la entidad
-Llegar al productor cafetero para trabajar a la par
-Llegar al publico consumidor
-Ser una marca reconocida a nivel mundial

Entregables clave

Café para taza de alta calidad en bolsas biodegradables

Alcance (general / por fase)

Phase 1: Materia prima

Phase 2: La población

Phase 3: Maquinarias

Hitos clave del proyecto

Phase 1: Consolidar la entidad

Phase 2: Envasar el producto

Phase 3: Distribución

Principales riesgos de alto nivel conocidos e identificados


Descripción del riesgo Calificación de riesgo (alto, medio, bajo)

Entidades Privadas (competencias) alto


Impuestos bajo
Mercado alto

Restricciones identificadas principales


Campo a cosechar / Impedimento de la demanda / Resultado no deseado / Medidas de seguridad

Dependencias internas / externas


Externas : Cambios climaticos / roedores / consumidor
Internas : Buenas cosecha / capital

5. ESTRATEGIA DE COMUNICACIÓN

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Project Charter

-Anuncios publicitarios en internet/red social


-Cortos en la TV

6. SIGN-OFF

Name & Position Signature Date


Sponsor
Project Manager

7. COMMENTS

INSTRUCTIONS (TO BE USED AS A GUIDELINE FOR FULFILLING THE PROJECT CHARTER)


Developing the Project Charter is one the 49 process in A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) and represents a key deliverable to the Initiating Process Group and the
Integration Management Knowledge Area.

The success of any project or program, whatever the type of organization or the methodology used
(agile or waterfall), depends on well-framed initial requirements. This will result in stakeholder
satisfaction through the project manager, whose authority is defined by the sponsor.

Authorizing a project means that the project is accepted with needed financing, risks and contraints, and
a start date and end date.

Acceptance is based on key elements listed in the document that you must fufill based on the sponsor’s
decisions. With the support of expert judgment using facilitation techniques, you will lean on the entire
How and when we defined scope in the project statement of work (SOW), the business case and agreements to complete
the high-level objectives, the needed budget and different resouces, stakeholders, key delivrables and
use this template high-level risks.

Consult the current enterprise environment factors and lessons learned from previous projects in the
organizational process assets; this is a must for establishing the agreements and the business case. It
also allows you to identify other risks and contraints you may face in the future.

On the other hand, the management of any project may fail if the authority/power/limits given to the
project manager are not well clarified by the sponspor to the PM and stakeholders

Finally, the initial requirements, the acceptance and authorization of the project, and the appointment of
the project manager by the sponsor is the purpose of creating the charter, which formalizes all this data.

In this section, mention the name given to the project by the organization. It could be a project among
Project Name: the project’s portfolio or a sub-project of a program.
Provide the name of the person or group who provides resources and support for the project and is
Sponsor: accountable for enabling success. By signing off on the charter, the sponsor formally authorizes the
project and assigns the project manager.

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Project Charter

Provide the name of the project manager assigned by the sponsor. He/she is responsible for the day-to-
Program/Project day project work, keeping the project on schedule and under budget. He/she reports to the project
Manager: sponsor.
If the project charter is used for a program or a sub-project of a program, also mention the name of the
program manager.
They are part of the project stakeholders and will perform the technical project work and produce the
Management Team: deliverables. They report to the project manager.

It’s important for the project manager to understand which type of organization he or she is working
with; this will help to identify the stakeholders and other team members they will be working with.
For a matrix or projectized organization, this section identifies the functional managers/managers of
technical groups (departments) within the owner organization, who often supply technical expertise to
Department the project.

In this section and for each project team member, mention the department or function manager he/she
reports to.
This section is used when several resources are allocated from the same department or report to the
Activity Area same functional manager—but expertise differs for one to another.
Role Describe the role of each project team member.
Telephone/email In this section, provide the contact detail of the project team members.
In this section, mention the rest of the key internal/external stakeholders who are affected by or
Key Stakeholders influence the project (examples: government regulatory agencies, vendors, business partners,
customers/users).
To avoid any scope creep, the project scope statement provides the documented basis for making all
Project Scope project decisions and is used to direct the project effort and communicate project scope to the team and
Statement other project stakeholders (please complete the five sections below related to the project scope
statement).
In this section, describe what will be accomplished or tested in the project and define why. It represents
the justification of the project’s existance (market demand, organizational need, customer requests,
 Project technological advances, legal requirements and so on).
Purpose
The stakeholders may not support the various business goals and objectives if they don’t have a good
understanding of the project’s purpose.
In this section, define the outcome of the expected accomplishments described in the project scope
 High-level section—intended and direct, short- and medium-term effects on the target group.
Objectives The high-level objectives are necessary for the planning, monitoring and control of the project.
 Key Provide the products/services or outputs that the project is intended to produce.
Deliverables
 Scope In this section, describe what is included in the product or service and all known key characteristics.
You may detail by phase if several launch/deployment targets are planned.
(Overall/ by
phase)
 Project Key Describe the schedule, showing the dates of the main milestones.
Milestones
Major Known and In this section, identify the possible threats/opportunities that the project could face, and then estimate
Identified High-level the likelihood that they will materialize. Use the risk rating of high, medium or low.
Risks
Major Identified Provide all limitations that the project will face due to funding, scheduling/time, geography, technology,
Constraints legal, resources, etc.

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Understanding dependencies is important to know which factors to look out for when creating the
project schedule in the future.
Define the key internal/external dependencies that may impact the relationship between project
Internal/External activities and non-project activities---and include those things that may become so in the future that are
Dependencies beyond the control of the project team; these should be reflected in the project schedule.

Examples of high-level dependencies include: project’s portofolio prioritization, technology platform


implementation, general existing law and regulation-requested authorizations.
Communication Specify how the project manager will communicate to the sponsor, project team members and
Strategy stakeholders (e.g., frequency of status reports, frequency of project team meetings, etc.).

NOTES/COMMENTS:

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