Project Charter Critical Thinking Samples

Type of paper: Critical Thinking

Topic: Project, Management, Network, Internet, Technology, Quality, Ethernet, Computers

Pages: 7

Words: 1925

Published: 2020/10/19

IT Project Management

Infrastructure design and implementation Project Charter
General information
ITO Pty is a new startup company that has just established and requires an enabling IT framework. The aim of this project is to design and develop an enabling IT architecture that includes networking of the company’s main office located in Penrith to facilitate business operations. The project of designing a network infrastructure and implementing network components is scheduled to start on 20th of March and last for a period of three months. Project closure date is scheduled to be 29th June 2015. The company has allocated $300, 000 for the establishment of the networking infrastructure. Once the project activities have been successfully completed, the project is closed.


The goals of the project include:
Designing and implementing enabling information technology architecture to support the business case of the company
Computerize the working environment to allow smooth execution and flow of operations
Use state-of-the-art technology to deliver goods and services to the customers in a timely manner
The goal of the project is to design and develop a local area network for ITO Pty Ltd at Penrith headquarters. The proposed media for the LAN in this location is a combination of Ethernet and Wireless networks. Ethernet is the most common local area network which uses coaxial cables or twisted pair of wires. Penrith offices will be connected using Fast Ethernet to provide high speed transmission of up to 100Mbps. Fast Ethernet will be used to connect workstations of all organizational employees. One requirement is that computing systems should have 10 BASE-T cards installed. Ethernet is used to connect devices in close proximity such as those within the same floor and building. With this type of connection, expansion is simplified without the requirement to modify those connected in the network already


The project intends to implement LAN using Ethernet and Wireless technologies. All the devices in the office including workstations, printers and fax machines will be connected via CAT-6 cables and wireless devices.


The project charter is implemented by ITO Pty Ltd and authorizes the use of resources provided to bring the project to success.

Project manager

As a student attaché I am involved in the daily activities of the project with other 5 five members. The project is coordinated by the project manager Mr. Lee who has been contracted by ITO Pty. Mr. Lee has extensive experience in the field of project management and networking.


The project is controlled by Mr. Lee in consultations with IT manager of ITO Pty Ltd.

Project Scope Management Plan

Scope management is a complicated process that entails managing changes in the project to ensure that the defined baseline is adhered to. Changes do occur in every project and it is how they are managed that matters. The project implementers need to collaborate to ensure that the project scope is not changed inappropriately and any changes emanating from the implementation of the project is handled and control sufficiently. In this case, Mr. Lee and the director of IT in the company as well as other project members will ensure that the project revolve around design and implementation of LAN using Ethernet and Wireless technologies without deviating to other undesirable matters. The details of the project involve using appropriate technology, hardware and software to design a local area network. In cases where changes need to be effected, for instance, in terms of cabling architecture or placement of routers and antennas, sufficient control need to be exercised to ensure that the change is truly sufficient to the achievement of the final objective and that it does not result in a run-away project. Fast Ethernet will be used to connect workstations of all organizational employees. One requirement is that computing systems should have 10 BASE-T cards installed. Ethernet is used to connect devices in close proximity such as those within the same floor and building. With this type of connection, expansion is simplified without the requirement to modify those connected in the network already

Project scope statement

If another technology is desired other than Ethernet and Wi-Fi for the LAN, they must be compatible with computers used in the organization. If it is more economical to upgrade computers to parallel with the desired technology, a detailed description must be submitted to the Director of Information Technology for approval. The current switch, router, antenna and Ethernet cable specifications must tally with the specifications provided at the tendering process. If not, approval is required from the DIT. The DIT must approve the design of network diagrams and the location of networking equipments and cables.
In a later stage, the scope of the project will have become more precise. In the second scope as indicated below, it is realized that it is progressively more detailed to facilitate proper understanding and control.

Project scope statement 2

In order to install a wired and wireless network, there are some basic requirements.
First, assemble all the requirements including routers, network adapters, cables and personnel. The founding requirement is the installation of the wired network. A wireless network will be curved out of the wired network. Ethernet cables need to run floor to floor from one computer to another. Cat-6 networking cables will be used because of its value and performance. The cables are available in large assortments of length and colors that will fit to every situation. In addition to cat6 cables are inline couplers which allow the installer to use RJ45 terminated cables at the front and back, thereby eliminating the need to splice wires.

Work Breakdown Structure

A work breakdown structure is used with specific focus on each statement in the WBS elements. This will ensure that the project team sticks to what is described by the element. A work breakdown structure is attached.

Communication Management Plan

A communication plan is mandatory for the project. Communication is crucial in implementation of such projects and a plan will define the manner of passing information, frequency, format and concerned personnel. Additionally, the plan indicate the type of content, technologies used for relaying information, a glossary of common vocabulary, escalation of procedures and how issues are resolved. The plan addresses communication between stakeholders, project managers, project team members, and even external parties. A communication plan for the networking project is described below.

Project Risk and Change Management

There are positive or negative risks which can be broadly classified as market, financial, structure, technology and people risks.
The risks that are identified in the project include:
Technology: Wireless technology is subjected to security breaches. This puts a great deal of danger to organizational data and resources. Since the company is a startup, a bad reputation is bad for business especially if customer information is leaked. A thorough security controls and configurations are required to mitigate this and make Wi-Fi network reliable.

Willingness of employees to adopt and use computing systems

The founding employees of the company have been using paper-based systems to process business transactions. Computerization of the whole organization and subsequent use of the network may necessitate re-training of employees to use computer systems. This is an additional risk because the project does not cover retraining of employees.
Resources – The Company has provided resources that are enough to accomplish the design and building of the LAN. However, if the project runs past its projected deadline, there is likelihood that the resources will not be enough. This is because of the extra working days and price fluctuations of products from vendors.
Project time overrun due to unfamiliar technology- the project may be off course due to inexperienced staff that are not familiar with Wi-Fi installation and configuration. Wi-Fi technology involves many technical aspects which when not handled by experienced and knowledgeable staff could result in an undesired product. There are problems with wireless network coverage which could result from mis-configurations and placement of routers.
In order to bypass this risk, the project team was chosen from seasoned personnel with vast experience in networking. Also, vendor agents were in place to guide the team whenever a certain aspect was not understood.
Quality Management Plan
Quality management is concerned with conformity to requirements and fitness for use. The first term imply that the specific characteristics implied the scope statement is adhered to while the second statement means that the original intention of the network to support business requirements is satisfied. Project quality management is focused towards fulfillment of the needs for which it was intended. There are three main aspects involved in quality management which are covered in this case. First, planning includes the identification of the quality requirements and standards. Quality management plans outputs process improvement plans, quality metrics, quality checklists and project update documents. For instance , in this project, the metrics applicable include availability of resources over LAN network in a seamless manner and protection of resources using WPA2 encryption.
Second, quality assurance is the process of evaluating periodic project performance to ensure that the project satisfies indicated quality standards. Quality assurance process involves taking responsibility for the projects quality in its entirety. Top management is involved in the processes of assuring quality by exchanging information on change requests, project plan updates, project document updates and organizational process updates. The project manager and the director of information technology at ITO Pty was the forefront of quality assurance processes.
Third, quality control will involve monitoring the project results to make sure they tally with the stated standards. This implies the use of technical tools, statistical sampling techniques and quality control charts. In this case, a specification is given on how to conduct the installation process and the type of materials to be used. For example, “A wireless network will be curved out of the wired network. Ethernet cables need to run floor to floor from one computer to another. The process will be time consuming and costly if the building does not have preinstalled cables running across the floor or through the walls. Once hardware installation is complete, the standard IP configuration and network configurations is performed”.
Project Closure Plan
Once the project activities have been successfully completed, the project is closed. There are circumstances under which the project might be closed before the achievement of stated goals. They arise if the project scope changes or situations arise which warrant the project to come to a close. Assuming that at the end of the project the stated goals and objectives are achieved, the project is closed and handed over to the owners. Project closure and handing over involves the project manager and top level management which in this case is ITO Pty.
Haley, E. P. (2006). Over-the-Road Wireless Networking. John Wiley & Sons.
Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Roger Ireland, B. W. (2012). Project Management for IT-Related Projects. BCS, The Chartered Institute.
Schwalbe, K. (2014). Information Technology Project Management, Seventh Edition. Cengage.
Taylor, J. (2004). Managing Information Technology Projects: Applying Project Management Strategies to Software, Hardware, and Integration Initiatives. American Management Association.
Tomsho, G. (2011). Guide to Networking Essentials. Cengage.
Wateridge, J. (2004). How can IS/IT projects be measured for success?. . International journal of project management, , 16(1), 59-63.

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