Theories behind project elements
The Title
System theory is behind the title element. The system theory set distinct parts to form a complex one. The title of the project is pertinent in the identification of the specific plan that is being undertaken, and this distinguishes the project form other projects that are in progress (Kloppenborg, 2018, p.65).
Scope Overview
This section of the project proposal tries to explain what ought to be carried out in the project and why it is essential to undertake a particular project. The scope overview gives a detailed description of two important aspects; the project work and the results (Kantola, 2015, p.87). It is a relevant section that prevents creeping of the scope by increasing the work without affecting schedule, budget, or resources (Kloppenborg, 2018, p.65). The theory behind the scope overview element is the theory of planning, which entails planning on the task the project will accomplish and the reason behind it.
Business Case
The theory behind the business case element is the theory of the firm, which states that the firm exists and makes decisions that maximize the profits (Harrison and Wicks, 2013, p.103). The business case justifies the purpose of the project to help the parties comprehend on the project’s mission. It gives the reasons to explain why the project is necessary to be undertaken (Kloppenborg, 2018, p.65). It ties with the company’s strategy and expounds on the gains that the organization anticipates getting after initiating the project.
Background
The theory behind the background element is the theory of project management, where justification of the intended purpose and benefits are explained. The background of the project provides a detailed explanation of the use and rationale behind the project’s mission (Kloppenborg, 2018, p.65). The background gives a full picture and details of the anticipated project. It is written as detailed as possible to convince the management.
Milestone schedule with acceptance criteria
The theory behind this element is project management theory, which entails planning the deliverables to avoid confusion and mismanagement of resources (Conforto et al., 2016, p.665). The milestone schedule is a plan that shows the awaited activities that need to be accomplished over the project’s life. Several events are subdivided into valid intermediate points. It is the responsibility of the project team to project the dates for achieving the respective milestones. It is noted that only vital milestones and deliverables are scheduled because of time and resource constraints. Acceptance criteria set out some of the critical conditions that must be made for the deliverables to be accepted and approved (Kloppenborg, 2018, p.66). The acceptance focuses on the acceptability of the customers, the sponsor, and other critical stakeholders by analyzing the anticipated benefits or quality.
Risks, assumptions, and constraints
The theory behind this element is project management constraint theory, which identifies things that can slow the execution of the project. Risks are defined as uncertain situations that could negatively affect the project when they occur (Krause and Tse, 2016, p.69). Assumptions, on the other hand, are suppositions that are made during the planning process of the project, which is treated as factual even though they are proved. It is the absolute responsibility of the project team to identify, document, and validates the assumptions (Kloppenborg, 2018, p.67). The constraints are things that limit the project implementation at a given point in time. The risks, constrain, and assumptions present the problems that are anticipated to be incurred. They inform the project manager, sponsor, and project team to be aware of the issues awaited so that they come up with action plans to counter them.
Resource Estimates
The theory behind resource estimates is planning approach, which involves planning resources that are spent on the project in time to minimize the wastage of resources. The resource estimates are resources that need to be invested in the project (Kloppenborg, 2018, p.67). They include equipment, tools, workers, and financial resources that are to execute the plan.
Stakeholder List
The stakeholder list is founded on the agency theory, where there is a relationship between the stakeholders and the project team. The project team is hired to work on behalf of the stakeholders. Stakeholders are individuals who have an interest in the project and would wish that the project succeeds (Kloppenborg, 2018, p.67). The success of the project is majorly determined by prioritizing the stakeholders, manage the relationship among them and the project team, and finally making decisions that make the stakeholder satisfied. So, it is pertinent to identify the stakeholders early, then prioritize them (Assudani and Timothy, 2010, p.71).
Team operating principles
The theory behind team operating principles is the leader-member exchange theory. The project manager, in this case, is the leader who guides the project members on operating principles (Sheer, 2015, p.220). These are codes of conduct that project team members are expected to observe to enhance the performance (Kloppenborg, 2018, p.69). This is done to ensure that there is a smooth execution of the project and ensure that each one of the members understands what is expected of them.
Lesson learned
The theory behind the lesson learned is a learning theory, which is a cognitive, motivational process that is grounded on the belief that efforts lead to performance (Taylor, 2017, p.24). The rewards they get are due to the efforts they put into their work. These are the knowledge gained by the project team throughout the execution of the project alongside the things that should either be avoided or should be replicated in the subsequent projects in the future (Kloppenborg, 2018, p.69). At least one lesson ought to be learned before the sponsor signs the authorization of the charter.
Signatures and commitment
This element is anchored in the agency theory, where the team projects act as agents of the principal -the company (Cowgill, 2014, p.73). This section of the charter lists those who are involved and describes the degree to which one is allowed to make decisions (Kloppenborg, 2018, p.70). Usually, the project manager, the sponsor, and other distinguished project team members personally show their respective commitment to the anticipated project by appending their signatures.