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IMSR TEAM Montfort Bridge Project Project Charter Submitted for Partial Fulfillment of the Requirements of the Course MGP 7180A - Application Seminar Project Client: Lucille Pereault, Montfort Hospital Project Sponsor: Professor Tamas Koplyay Team Management Consultant: Professor Robert Legris Project Management Consultant: Professor Alain Godbout Project Team: Wael Ismail – Client Liaison Nagi Khanger – Team Development Coordinator Bernard Langevin – Project Research Coordinator Dominique Nsengiyumva – Document Coordinator Nehad Shukur – Project Manager February 18, 2009 Montfort Bridge IMSR TEAM Table of Content 1. Montfort Hospital Background ............................................................................................ 4 1.1 History .............................................................................................................................. 4 1.2 Mission ............................................................................................................................. 4 1.3 Vision ............................................................................................................................... 4 1.4 Partnership ........................................................................................................................ 4 2. Project Background .............................................................................................................. 5 3. Project Objective .................................................................................................................. 6 4. Major Project Deliverables and Milestones ......................................................................... 6 5. Project Scope ....................................................................................................................... 7 6. Project Inclusions ................................................................................................................. 7 7. Project Exclusions................................................................................................................ 7 8. Project Constraints ............................................................................................................... 7 9. Project Assumptions ............................................................................................................ 7 10. Project Risks..................................................................................................................... 7 11. Project Success Factors .................................................................................................... 8 12. Project Stakeholders ......................................................................................................... 8 13. Project Organizational Structure ...................................................................................... 8 14. Project Roles and Responsibilities ................................................................................... 8 14.1 Project Manager ........................................................................................................ 8 14.2 Client Liaison ............................................................................................................ 8 14.3 Project Research Coordinator ................................................................................... 9 14.4 Team Development Coordinator............................................................................... 9 14.5 Document Coordinator.............................................................................................. 9 14.6 Notes Taker ............................................................................................................. 10 15. Project Work Breakdown Structure (WBS) ................................................................... 10 2 Montfort Bridge IMSR TEAM 15.1 High Level WBS ..................................................................................................... 12 15.2 WBS for Project Initiation ...................................................................................... 13 15.3 WBS for Project Planning ....................................................................................... 13 15.4 WBS for Project Development ............................................................................... 13 15.5 WBS for Project Close-Out .................................................................................... 13 16. Project Evaluation Criteria ............................................................................................. 14 17. Project Change Management ..........................................Error! Bookmark not defined. 18. Project Management and Control Processes ...................Error! Bookmark not defined. 18.1 Project Management ................................................Error! Bookmark not defined. 18.2 Project Amendments Procedures .............................Error! Bookmark not defined. 18.3 Project Issues Management......................................Error! Bookmark not defined. 18.4 Project Transition Procedures ..................................Error! Bookmark not defined. 18.5 Project Reporting Requirements ..............................Error! Bookmark not defined. 19. Project Communication Plan.......................................................................................... 16 20. Project Quality Management .......................................................................................... 16 21. References ...................................................................................................................... 16 3 Montfort Bridge IMSR TEAM 1. Montfort Hospital Background 1.1 History The Hospital Montfort was founded in 1953 by “Les filles de la sagesse”. The hospital is located at the intersection of Montréal Road and the Aviation Park way. “The Montfort Hospital is a university hospital that provides primary and secondary care of short duration. These services are delivered within two (2) official languages. In addition, the Hospital is distinguished by its French character. The hospital Montfort has faced the closing following a decision of the Government of Ontario. However, the Divisional Court and Court of Appeal for Ontario concluded that Montfort is a key institution for the development of the Franco-Ontarian and therefore any recommendation for closure goes against the constitutional principle unwritten respect for the protection of minorities. More recently, the Montfort Hospital has received a government grant to an extension of $ 286 million, including the component of new construction ends in the summer of 2008. The new construction will double the current size of Hospital Montfort, adding 450 000 square feet of new space. With a total area of 750000 pc. Which will triple the original building of 1953. The New Montfort house, by 2011, will have a total of 289 acute care beds. Its staff of 950 will increase to at least 1 500 employees.”1 Under the development of the Ottawa region, a feasibility study was done by the engineering firm Roche to determine the best location for a new bridge between Ottawa and Gatineau. Location of Kettle Island was chosen by the firm because of several advantages for both sides of the Ottawa River. But the community of Manor Park and the Montfort Hospital are opposing to the project because the increase in traffic on Aviation parkway will engender disadvantages such as noise, vibration and pollution that can be harmful to the community. 1.2 Mission “The hospital undertakes to carry out this mission on the core values that have always guided, or compassion, human solidarity and humanized care.”1 1.3 Vision “Montfort today adopts the vision of a humanistic hospital. It is by applying the best practices of the field in all sectors of activities and using the most efficient technology in the context of a philosophy of compassion and personal attention that this vision is realized.” (http://www.hopitalmontfort.com, consulted February 9 2009) 1.4 Partnership “Hospital Montfort also cultivates a spirit of partnership with other health care facilities, with training centers and community organizations. 4 Montfort Bridge IMSR TEAM Under this partnership, the Hospital aligns his action on the broad guidelines provincial health through the following approaches: Promoting the development of innovative programs for patient care at the Hospital and its community clinics; Adapting its services to care and assessment of community needs.” (http://www.hopitalmontfort.com, consulted February 9 2009) 2. Project Background The National Capital Commission (NCC), the Ontario Ministry of Transportation (MTO) and the Ministère des Transports du Québec (MTC) partnered to carry out an environmental assessment of the current and projected need for interprovincial crossings in the National Capital Region (NCR). The Environmental Study was commissioned to Roche/NCE consulting firm and undertake in cooperation with the City of Gatineau (Quebec) and the City of Ottawa (Ontario). The environmental assessment is being conducted in two phases: Phase 1 whose report was published in January 2009 and Phase 2 that will follow thereafter for a period of 30 to 36 months. Phase 1 has already assessed different solutions including tunnels, ferries, and bridges at various locations in the NCR. The final recommendation was to build a new interprovincial bridge over the Ottawa River at the Kettle Island in the next 20 years. This bridge would be linked to Aviation Parkway on the Ottawa side and to Montée Paiement on the Gatineau side. This corridor is presented as the best alternative because of its strong transportation performance, minimizes environmental effects and has a reasonable construction cost (Roche/NCE, 2009). The Aviation Parkway, which is at the western boundary of Montfort Hospital, will be widened to 4 lanes. The impact of this new bridge on Montfort Hospital stems from this widening of Aviation Parkway and the traffic that will be diverted to this corridor. Indeed, from the report of Phase 1, it can also be seen that: The forecasted truck traffic diverted from the downtown area would be 1800 vehicles per day in the year 2031; About 40 percent of all commercial vehicles would be diverted from Macdonald-Cartier Bridge; and Approximately one third of all truck traffic in the NCR would be diverted towards this new corridor. Phase 2 of the environmental assessment is planned to assess in detail the choice of this corridor as the best alternative. Data on noise, air quality, traffic effects on the affected communities will be analysed. With respect to Montfort Hospital, it is expected that access to the hospital, potential effects on the new MRI machine and sound level changes to the Palliative care centre will be assessed. 5 Montfort Bridge IMSR TEAM The project proposed here aims at providing to Montfort Hospital a third party analysis of the impacts on the hospital of the traffic volume on Aviation Parkway that will result from the implementation of this new interprovincial crossing on Kettle Island. 3. Project Objective 4. Major Project Deliverables and Milestones The major project deliverables and millstones are summarized in the following table. In the following table, the following abbreviations are used: TMC: Team Management Consultant PMC: Project Management Consultant PM: Project Manager PC: Project Client PS: Project Sponsor TM: Team Members Milestone/Deliverable Approval Recipient Target Date Team Contract TM TMC February 04, 2009 Project Scope TM PC February 09, 2009 Project Charter PM, PS, PC PMC February 18, 2009 Project Plan PM, PS PS, TMC, PMC March 11, 2009 Project Update PM PC March 05, 2009 Statement of Work PM, PS, PC PS March 25, 2009 Project Update PM PC April 15, 2009 Project Implementation plan PM, PS PMC April 22, 2009 Progress Report M, PS TMC, PMC, PC May 13, 2009 6 Montfort Bridge Final Report IMSR TEAM PM PC May 30, 2009 Letter of Acceptation and Satisfaction PM, PS, PC by client PS June 03, 2009 Final Presentation PS, TMC, PMC June 30, 2009 TM 5. Project Scope Provide analysis of the impacts of the keatle island bridge on the Montfort Hospital Provide the stance of the stakeholders in the neighbourhoods such as communities, employees, councillors, MP with respect of Montfort. 6. Project Inclusions 7. Project Exclusions 8. Project Constraints No Budget Time 9. Project Assumptions 10. Project Risks Scope changing Availability of the information Institutional 7 Montfort Bridge IMSR TEAM 11. Project Success Factors 12. Project Stakeholders 13. Project Organizational Structure 14. Project Roles and Responsibilities 14.1 Project Manager Collect input from project stakeholders in order to define the project requirements; Plan and organize the project activities; Coordinate with Project Team members; Control the process to ensure timely deliverables; Organize meetings and develop key decisions based on team consensus; Assure the quality of the project management process; Resolve project conflicts; Motivate and guide members to successful completion of project; Make sure the project is delivered within scope, within budget, and on schedule. 14.2 Client Liaison Manage Client expectations of the project process, deliverables, schedule, budget, and related project communications; 8 Montfort Bridge IMSR TEAM Effectively communicate between the client and the project team; Develop, with the client, the project scope, and communicate client's needs to the project team, accordingly; Book meetings with the client and prepare agenda for these meetings; Keep meeting minutes up-to-date and share them with team members; Upon agreement with the client, generate and submit project progress reports on a regular basis; Get formal approvals from client for any deviation from the project scope as necessary. 14.3 Project Research Coordinator Help Manager in designing a preliminary project plan; Collect and input information; Review and audit the deliverables; Identify and evaluate alternative solutions of problems; Participate actively in tasks during all phases of the project; Coordinate the research activity; Responsible of the research plan; Contribute to collect research document. 14.4 Team Development Coordinator Keep track of the team development; Use all kinds of team management models and tools to create more effective team; Ensure the quality of all the deliverables related to team management; Actively participate in decision making and conflict resolution; Ensure team meets PMI Code of Ethics and Professional Conduct. 14.5 Document Coordinator Maintain, track and update all project documents: meeting minutes, project deliverables, emails, team management reports, status reports, contracts, presentations, etc.; Ensure that each deliverable is of the highest quality possible; 9 Montfort Bridge 14.6 IMSR TEAM All team members are required to provide feedback and make comments on the parts of assignments of other members so as to improve the total quality of each deliverable; Notes Taker Take notes at meetings; Make the notes available to all team members within 48 hours after the meeting; Each team member will be required to review all published meeting minutes; The role of Notes Taker will be rotated amongst selected team members. 15. Project Work Breakdown Structure (WBS) OWBS 10 Montfort Bridge IMSR TEAM Project Management consultant Team Management consultant Alain Godbout Robert Legris Project champion Tamas Koplyay Project Manager Client Liaison Project Client Nehad Shukur Weal Isamil Lucille Pereault Team Members Dominique Nsengiyumva – Document Coordinator Bernard Langevin – Project Research Coordinator Nagi Khanger – Team Development Coordinator 11 Montfort Bridge 15.1 IMSR TEAM High Level WBS IMSR Project Initiation Planning Implementation Close -out 12 Montfort Bridge 15.2 IMSR TEAM WBS for Project Initiation Initiation Project Team Project identification Close -out Team setup Client needs and expectation Client authority Confirm PM Stakeholder analyses Contract between PM &Champion Confirm Team norms Project scope Contract between PM &Client Project proposal Project charter 15.3 WBS for Project Planning 15.4 WBS for Project Development 15.5 WBS for Project Close-Out 13 Montfort Bridge IMSR TEAM 16. Project Evaluation Criteria 18. PROJECT MANAGEMENT AND CONTROL PROCESSES The project will be organized and managed in a project structure. Project management approaches, processes and procedures used to manage the project included, but not limited to: Project plans Scope management/ change control Status meetings Status reports Team management Formal meeting agendas and minutes Quality management Resources management Deliverable and document standards Risk management Project management is the discipline that applies knowledge, skills, tools, and techniques to various activities to meet project expectations. Project management is implemented through the use of project management work streams (scope, cost, schedule, quality, resources, communications, risk and integration management) across project phases to realize the committed project outcomes which are integrated through technical project execution. Project management is to manage the performance of the project, it is involves: Identifying and optimizing competing demands for functionality, schedule, risk and quality. Reconciling the claims of stakeholders with differing needs and expectations for the project. Delivering outcomes associated with user requirements and approved benefits. 18.1 Project Management All project team members will provide status reports to the project manager on a weekly basis to ensure project schedules are being met. Deliverables will be monitored through a formal status reporting process and tracked to the charter and work plan. Project manger will issue the meeting agenda before the team meeting to focus on vital tasks. Any issues regarding scope will be dealt with at the project status meetings. The Client Liaison will implement formal processes for managing scope and issues with the client. 14 Montfort Bridge IMSR TEAM 18.2 Project Amendment Procedures Project amendments will be managed through a formal change management process. All changes to project scope must be formally submitted through the change management process involving the Project Champion, Project Manager and Client Liaison. This project charter may be amended as a necessary to reflect changes in the project. Amendments will be coordinated between the project champion and the project team to ensure consensus to any proposed changes. 18.3 CHANGE MANAGEMENT Changes must be considered and managed in the following two areas: Scope Changes, project content changes (changes to period of performance, milestones, deliverables, cost, approved functionality, and/or quality) are planned and managed through a change control process. Behavior change: team, project champion and client behavior changes are planned and managed through change management (CM), CMP also includes a plan to distribute change information appropriately across the team (Communication Plan) 18.4 Issue Management An issue management is a incident that has the potential to delay project success. The issues related to this project must be documented, identifies, and resolved immediately. A process will be fully implemented and agreement between client liaison, project manager and project team will be required to ensure effective resolution issues. 18.5 Transition Procedures The closure of the documentation for the project will include, but not limited to: relevant lessons learned and quality management. A final report will be submitted to the Project Champion by June1, 2009. Project acceptance by the client, will be indicated by the signing of a client acceptance document prepared by a member of the project team, reviewed by the entire project team and approved by the Project Manager. 18.6 Project Reporting Requirements The project internal and external reporting is described in Table 1. Internal reporting is prepared by the Project Manager, who has the liaison with the Project Champion. Team members are also involved in the reporting function, they report to the whole team as well as to the group they are working with in the team. Reporting methods among the team members are both formal and informal. Type Involvement Methodology Person Responsible 15 Montfort Bridge IMSR TEAM EXTERNAL Liaison Client Function Client Liaison Weekly Communication with the client Lucille Perrreault Communications, inquiry as necessary Nehad Shukur (Client Representative) INTERNAL Spoke Person Project Champion Project Team Manager (Team Manager) Weekly Meeting Team Members Minutes from weekly meeting Team Members Informal Team Members Exchange E-mails & Telephones Team Members Team Building Status Reports Team Members Weekly updates, Project Deliverables Team Members Table 1 17. Project Communication Plan 18. Project Quality Management 19. References Roche/NCE, 2009. Interprovincial Crossings Environmental Assessment Study. Summary Report 16 Montfort Bridge IMSR TEAM Document Revision Revision Date Name Changes / Purpose 1.0 February 07, 2009 Dominique Nsengiyumva Project Charter Structure 1.1 February 08, 2009 Dominique Nsengiyumva Project Background + Project deliverables and milestones 2.01 February 10,2009 Nehad Shukur WBS 17