Project Team Charter

Mission:
This project team will integrate the course material we have learned from PMG422 regarding
Project Quality Management into a final culminating presentation. The project team will utilize
project management processes, teamwork, and leadership techniques we have been taught
throughout our Organizational Leadership degree program to work as an effective team and
achieve all project objectives.

Objectives:
The project team will create a presentation which serves as an introduction to the concepts of
Project Quality Management for the client, the EverGreen Organization. Doing so will
demonstrate our mastery of the course material and our ability to educate and advocate
for Project Quality Management in future projects. Successful completion of this project
will result in a high grade for the assignment as well as provide experience for future
project work.

Deliverables:
● Milestone 1: Due Nov 6, 2022
❖ Project Team Charter:
Complete and agreed upon by project manager and team members. Must include
all due dates and elements of the group’s upcoming assignment as well as duties
and expectations of team members.
❖ Overview of Project Quality Management:
1. Two to three paragraphs explaining the role of quality in project
management, including the role of management in the development of
Project Quality Management practices.
2. Two to three paragraphs identifying and describing at least six key
attributes of Project Quality Management.
● Milestone 2: Due Nov 20, 2022
❖ Overview of Presentation (3-5 pages):
1. Explain two presentation formats that might be used for the Project
Quality Management Presentation
2. Explain why Project Quality Management is beneficial.
3. Identify six key attributes/takeaways project managers should gain from
Project Quality Management training.
4. Detailed outline of material to be included in presentation format.
5. Team member assignments for development of presentation.
● Milestone 3: Due Dec 1, 2022
❖ Introduction Training Session to Project Quality Management:
 1. Business Case: Overview of the reason we, as consultants, are delivering
PQM training to the organization and the importance of management
training.
2. Explanation of what Project Quality Management is.
3. 6 critical takeaways from PQM training for managers.
4. Importance of PQM/ why it is beneficial to the organization.
5. Explanation of key elements of PQM: include assessment, monitoring, and
PQM process model.
6. Description of two PQM analytical tools
7. Discussion of the key role of management and organizational training in
the success and failure of PQM.
8. Conclusion of presentation.
9. Audio component to presentation.

Roles and responsibilities:

❖ Project Manager: Travis Jayson
The PM will set the agenda for team meetings and designate task assignments. The PM
will also designate the timeline for completion of each member’s assigned tasks.
❖ Team Leader: Alexander Straziuso
The team leader will verify conformance of project deliverables to requirements listed in
project charter and in assignment grading rubrics. Will also verify each member is on
track for completion of assigned tasks within scheduled timeline and facilitate support
from other team members if necessary.
❖ Communications liaison/ recorder: Shannon Parish
Responsible for scheduling all team meetings and ensuring proper notice and attendance.
Will document topics discussed during meetings and decisions made. After each
meeting, will communicate agreed upon next steps to team members.
❖ Editor: Tyler Mire
Editor will proofread final documents prior to submission and ensure all citations are
accurate and conform to APA style.

Expectations of Team Members:

● Participation: Each team member is expected to contribute equally to the work required
to complete this project. Once a task is either volunteered for or assigned and accepted,
the team member accepts responsibility for that portion of the work. If circumstances
arise that prevent the team member from completing their task, they will inform the rest
of the team as soon as possible of their need for assistance. Each team member agrees to
provide at least 5 days notice whenever possible should they need assistance with a task.
 ● Attendance: Once the team has agreed on a meeting time, all members will attend the
meeting and arrive on time. This demonstrates our respect for each other and other
members’ time. During the meeting, we will listen to each team member’s perspective
and treat one another with respect. All team members are expected to contribute ideas to
each team meeting. The expectation is that each member reviews the materials for the
project as a whole and the upcoming milestone before each team meeting.

● Correspondence: Team members agree to check their ASU email or Canvas accounts
daily so they are aware of any group communications. For communications requiring a
response, each group member agrees to respond within 24 hours to facilitate ongoing
team operations.

Assumptions:
● Team members have completed the relevant coursework so far in PMG422 and
comprehend the material sufficiently enough to integrate it into a presentation for other
managers.
● Receiving a top grade on this project is a priority for all members.
● Team members will communicate honestly and openly with one another to facilitate
completion of this project.

Communication:
The team will meet virtually utilizing Zoom. All project documents will be initiated, edited, and
completed within Google Docs so that all team members are able to login at their convenience to
complete their assigned petitions and review and edit remaining portions of the work. The team
will communicate between meetings using our ASU email accounts so that we can all receive
and reply to all emails from all team members even when we are away from our computers and
have more difficulty accessing Canvas. When edits are made to another member’s portion of the
Google Document, we will notify the team via email.

Decision Making:
The team will seek consensus on all project goals and plans. We will explore the division of
labor until each member is satisfied with the assignment of work. Once work is completed, we
will require approval of all members before submission.

Signatures:
By signing below each project team member agrees to the terms outlined in this project charter

Shannon Parish
Travis Mahlum
Alexander Straziuso
Tyler Mire

Overview of Project Quality Management:

Quality can mean a variety of different things depending on who you ask. The Project
Management Institute defines quality as the degree to which a set of inherent
characteristics fulfills requirements (Rose, 2014). These requirements can be seen from
many different perspectives including the products, processes, defects, and the customers
who are going to be purchasing your product, and they all are dependent on your
organizational system for determining quality. Products, defects, processes, and the
customers are all pieces of a system that generate quality. (Rose, 2014).

Today, we see quality in organizations being defined by the customer. M. Juran included
two components that are critical to quality management; features that meet the customer
needs and freedom from failures. (Rose, 2014). This is a reason quality may not be
considered in the triple constraint for project management, because quality can be fickle
and can change from product to product or service to service. Consumer demands and
expectations on quality depend on the type of product or service being offered.A
company needs to uncover what quality means in the eyes of the consumer. Customers
expect quality products free of any defects (Rose, 2014). Quality Project Management
looks at what the demands are of the customer and organizations use this to produce a
product or service that customers actually want to spend their money on. Without
customer satisfaction, an organization will never be able to reach longevity. Quality is
important because it gives insight into what the expectations are not only of customers,
but what is set forth by the organization and its stakeholders to determine what quality
processes and checks will be done. It is important for management to set a quality
precedence and provide feedback, support, and training where it is needed.

Project Quality Management can be performed in 3 main areas that can have a great
impact on project success. They are quality planning, quality assurance, and quality
control. The quality planning focus defines how a process or plan of action will be
performed including determining any possible risks, setting appropriate organizational
standards, and documenting all necessary project materials (Wrights, 2021). Quality
assurance deals with making sure that all of your processes, outputs, and services are up
to organizational standards as to what is set forth by management. Are we conducting
business efficiently and looking to continuously improve? Where quality assurance is
proactive in preventing risks from occurring, quality control is reactive and occurs after
something has gone wrong or a risk has presented itself (Wrights, 2021). Quality control
looks to respond to something and make sure that the response aligns with company and
management expectations and goals.

Key Attributes of Project Quality Management

Contemporary project quality management highlights three main areas: customer focus,
variation, and continuous improvement (Rose, 2014). Customers are the foundation of
quality and the sources of requirements which must be met for project success (Rose,
2014). In addition, minimizing and eliminating variation in processes can greatly
increase project quality. Project managers must identify sources of variation, understand
it, and take action to reduce it so the process involved performs consistently, producing
predictable results (Rose, 2014). Continuous improvement involves communication,
corrective action, and identifying and acting on opportunities where each quality
improvement provides a better view that makes more opportunities visible and more
improvement possible (Rose, 2014). Personnel will grow from the detail-oriented work
methods and the accountability that Project Quality Management demands, resulting in
continuous improvement on multiple levels.

Quality is planned in, not inspected in. The thorough planning, management, and
analysis that project teams participate in will develop higher standards of products.
Project managers must not depend on inspection and correction to achieve project quality
but must instead build in quality to deliverables through planning and design (Rose,
2014). This also prevents failure and rework costs associated with the cost of quality as
project teams will likely avoid failure costs that are found internally or worse, discovered
once a product makes it to market by the customer. Quality does not cost, it pays.
Prevention and appraisal lead to better products and processes, more capable workers,
and more satisfied customers (Rose, 2014). With customer satisfaction being a pillar to
what drives longevity for most, it is important to avoid external failure costs that
negatively affect the customer experience. In project management, quality is a fourth
among equals in relation to the triple constraint of time, cost and scope, however
while tradeoffs must be made among these three constraints to meet objectives, quality
should never be considered a tradeoff (Rose, 2014).

Program managers are tasked with developing a strong work culture that will help project
managers and teams deliver projects successfully. Creating a culture throughout the
organization that’s aware and committed to quality in processes and products is the
highest level of effective quality management (PMI, 2017). Everyone is responsible for
quality. Programs that implement Project Quality Management are committed to
excellence. They provide clarity so that everyone knows what is expected, consistently
focus on improving project management processes and culture, and create buy-in with
project shareholders to maintain the discipline necessary to follow these processes
(Brown, 2014). Involving everyone in the quality journey means consistently monitoring
status. Trust but verify. An organization’s method of monitoring project status is a key
indicator of that organization’s project management quality (Brown, 2014). As the
project teams improve with the Quality Management process, team members will be
empowered to be involved in checks and balances to uphold quality standards as it is
ingrained in their improved work culture. This leads to a successful quality program that
is self-regulating.

References:
Brown, J. (2014). The Handbook of Program Management: How to Facilitate Project Success
with Optimal Program Management (2nd ed.). McGraw-Hill Education.

Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge
(PMBOK Guide) (6th ed.). Project Management Institute.

Rose, K. (2014). Project Quality Management: Why What and How (2nd ed.). J.Ross Publishing.
Wrights, C. (2021, November 9). What is Project Quality Management?
Project-Management.com.
https://project-management.com/quality-management-is-your-project-up-to-par/.