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4.1 Develop Project Charter The process of developing a document that formally authorizes a project or phase and documenting initial requirements that satisfy the stakeholders’ needs and expectations. It establishes partnership between performing group and requesting group and formally initiates the project. Simple Version: Create the document that defines the project W5+ characteristics: What the project is for – scope outline Why the project is being undertaken – business benefits Who will be undertaking the project and who will be impacted – indentify stakeholders When the project will occur – schedule outline Where will the project be done – logistics outline, resources required How the project will be undertake – approach outline |
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PMI |
Agile PMBOK, Agile Difference, Comment |
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Inputs Project Statement of Work Business Case Contract Enterprise Environmental Factors (Govt standards, organizational infrastructure, marketplace conditions) Organizational Process Assets (standards, templates, Lessons Learned notes) Tools and Techniques Expert Judgement Outputs Project Charter |
Inputs Project Statement of Work – This may be light on detail for agile Business Case Contract (See dsdm.org for an agile contract) Enterprise Environmental Factors (Govt standards, organizational infrastructure, marketplace conditions) Organizational Process Assets (standards, templates, Lessons Learned notes) Tools and Techniques Expert Judgement Outputs Project Charter / Project Vision Agile projects still need to be kicked off in a way similar to a traditional project, but the model of engagement and management of expectations may need to be different. A Project Charter should outline the W5+ (Why, What, Who, When, Where, and How) aspects of a project. For some organizations the “What will be done” and “How it will be done” may be different to in an agile environment than how they have done things before. So spent time to explain different approaches, such as iterative development, increased business involvement, empowered teams, retrospectives, etc. |
Leading a Team That’s Part Machine: 5) AI Agent Impacts on Project Management
This is the 5th and last installment in my series about Leading a Team that’s Part Machine. The earlier articles are available here: Introduction to the series and why the future will likely include hybrid human / AI teams What constitutes a real agent and how most current ‘agents’ lack the agency to act Agent frameworks, API tokens and local AI: the infrastructure that runs agents Agentic pipelines and orchestration: getting agents to do meaningful work beyond what GenAI tools can do for us today This article explores how to integrate AI Agents into regular teamwork and their likely impacts on the future of project management. To recap, I started my experiment by building AI agents 6 months ago to
