The project charter is one of the more important project documents. It authorizes the project, provides the purpose and justification for the project and provides the criteria to judge project success.

The specific parts of the St. Dismas Assisted Living Facility case study you will need to prepare the project charter are listed below.

Part 1: St. Dismas Assisted Living Facility 1 (pp. 106-108)

Part 2: St. Dismas Assisted Living Facility Project Budget Development2 (pp. 147-148)

Part 3: St. Dismas Assisted Living Facility Program Plan3 (pp. 193-196)

St. Dismas Assisted Living Facility Construction Project Plan (pp. 195-196)

What are the project assumptions and constraints? (assumptions for the project, constraints for the project)

CHAPTER 3 PROJECT ACTIVITY AND RISK PLANNING INCIDENTS FOR DISCUSSION Plymouth Zoo's Re-engineering Project and exited the store. The staff could also clock in and out on the computer term rals that controlled the cash The Chief Opera ng Officer of the Plymouth Zoo, Avery Mitchell, was put in charge after the CEO unexpect registers. The time clocks were old and often in need of repair. edly died. Avery was named acting CEO and told by theThe Injprmation Technaogy (IT) department was respon z0o's Board of Directors that he would be considered for the position permanently if the next few months smoothly. Avery was vety ncrvous because he knew rhatd the zoo was on the verge of financial troubles. He was ciock vender for the not infrequent major repairs. not expecting to make the profits that had been pto- jected for the next few months. He knew that admissions were down as a result of recent unrest in the city and nationall sible for the maintenance of the machines. The IT wen: deparment could make minor repairs but had to call the The head of Humn Resources (HR) wanted to launch a project to purchase and instail new time clocks. He fel that because the current time clocks could not be counted on to work, the accuracy of the staff's working -^ hired a consulting p ered him, and he fel: the problem was getting wcrse as The head of the IT department wanted to launch a out using the current computer tmi houis and the store's payroll was in question. This b che clocks aged project to get rid of all the time clocks and have eve fo: the zoo. The irm hired- were rimorsar a fricnd of the now nt was one clock i and been interviewing staff at nals located at each register. This would greatly decrease s in ordet to prepare a pno-the costs the department was ncutring to maintain the t costs. Avery met with the ed him with their proposa curren tme clocks. The head of IT knew that the com time st of the consultants and the puter terninals were not conveniently located for anyone ld expect after the consul- eXxcept the sales clerks, but he thought that he could add some cerminals in other locations for less money than dent in his staffs ability to maintain the computer ter- minals themselves, so the expense of calling in a vendor The head of HR did not like IT's idea at all. He had ery was uncear about pre- determined and what wuldmaintaining the current clocks. He also felt very conf deliverables. d Avery Mitchell de next? uld disappear completely. ne ask the consultants for sal? What project planning problems already with people clocking in for other staff y ask the cosultants to use and knew this would only get worse if every staff had to specifically and address his gto a designated computer terminal to clock in and out. The head of HR also knew he had several staff members concerns who were not computer literate and would have trouble clocking in and out. The two department heads went to the President, and t to set up and supervise a project to take care Time Is Fleeting ing ptoblems with thee clocks. There were six were located conveniently at points wherc staff entered was ,freestanding time clocks in the store sor staff use. They Question: lf you were the President how would you handle this problem? St. Dismas Assisted Living Facility-1 St. Dismas Medical Cente, an utban, noaproft, 45D-bed in admissions. St. Dismassson foc catastrophically ill. While the patient census varied from month to month, it appeare to the St. Dismas Board of lrustees that the inpatient population was slowly but uses on inpatient steadily declining. The hospital's market researchers and outpatient rehahilitation of the severely injured and teported that fewer people were being severeiy injured