Project Charter: I-CROP – Team’s Skills, Roles, Communication, And Rules

Project Name/Team/Description

Name of the project: I-CROP 

Project team list

Team member names	Contact details

Project overview

Globex, which is an old client of Virtucon has tasked the company, a project which intends to achieve the developments of new online cash marketplace platform namely i-Crop. Virtucon will provide a website and app for i-Crop, and try to deliver the project solution on time, and as economically as possible with meeting all the requirements of the project.

Project description

The project I-crop is aimed to add services for the clients of Globex for growing and purchasing grain. The vision is that, by collaborating cultivators and consumers using a single platform, i-Crop will pave ways for convenient and viable way to manage, trade and purchase warehouse grain.

Skills knowledge inventory		Project manager	Possesses required skills for effective management of the project
	Business analyst	Holds appropriate skills required for developing business case which can be useful for development of i-Crop
	Risk manager	have proper knowledge in risk management and risk assessment
	System analyst	Possesses specific knowledge and skills in project execution and planning.

Team communication

Communication Type	Frequency/time	Location	email and document storage location
Email	Weekly	Office	Email and conference
Team leader meeting	Weekly	Conference hall	Meeting minutes and conference
Project status report	Monthly	Branch office	Email

Team rules and expectations

Previous experience in working in team

Positive: the quality of projects is excellent and it is completed within due date.

Negative:  there is a problem of communication gap in the teams.

Team values

• Team values are as follows:

1. Keeping an open mind for all discussions among the team members (Adair, Hideg & Spence 2013)
2. Efficient knowledge sharing
3. Vital decisions based on logic not ranking (Cole, Carter & Zhang, 2013)
4. A effective culture of responsibility
5. Customer satisfaction is priority (Braun et al. , 2013)
6. Progressing towards continuous improvement
7. Behavior based on integrity (Goetsch & Davis, 2014)

• Code of conduct:

1. arrival on time
2. following the agenda
3. 3 knock rule if any team member is deviating from the agenda (Basart, & Serra, 2013)
4. No chaos situation while speaking, one person speaks at a time (SpA, 2016)
5. No sidebars

Rules and expectations

1. Team decisions: every team member has the opportunity to bring forward innovative ideas and the team leader will assess those ideas and implement them if required (Tršková & Holub?ík, 2016)
2. There cannot be any conflict among the team members. Each team member has the equal opportunity.
3. It is expected from the team members that there will not be any absence from the team meeting.
4. Every team member has to contribute to the project and lack of contribution may lead to serious actions taken against them (Loughry, Ohland & Woehr, 2014).

It is expected from the team that the project “I-Crop” will be finished and delivered within the period and budget.

Team member	Signature

Meeting	Organizer	Scribe	Understanding the project
Meeting 1	Business analyst	Business analyst	Given entire system specification for undertaking proper analysis
Meeting 2	Project manager	Project manager	Initialization of project and conceptualization
Meeting 3	Project manager	Business analyst	charter Development
Meeting 4	Project manager	Business analyst	Determining needs as well as requirements of the project.

Stakeholder Nature	Information to be shared	Frequency of information exchange	Location of information exchange	Purpose of communication	Mechanism
(Who)	(What)	(When)	(Where)	(Why)	(How)
Project manager	Information about the objectives as well as goals of the project before kick-off phase is shared.	Once	Conference hall	This communication takes place so that the team members are aware of the objectives of the project.	Face to face
Business analyst	They provides information about the project requirements.	Whenever required	Conference hall	Proper knowledge about the project objectives are shared with the team members.	Video conference
Risk manager	They provide information about the risks that can affect the project progress.	Weekly	Conference hall	Issues related to the project are resolved so that the project development is efficiently carried out.	Face to face
System analyst	They are responsible of providing information if any technical problem arises in the system.	Whenever needed	Conference hall	Issues associated with the system are resolved with the help of this type of communication.	Face to face

My experience as a leader is similar to the understanding of the leadership quality. In order to manage the work of the project, there are number of leadership qualities like excellent communication, integrity, cool, competence, problem solver, team builder and more that a project manager needs for finishing the project successfully. In addition to this, it is very much important to have proper capability of managing the project. Proper project management helps in completing the project within the expected time and budget successfully.

The abilities that an IT professional needs are as follows:

Specialized skill: Proper abilities and knowledge are required in various types of programming languages so that an effective system is implemented.

Administrative abilities: They must be capable of elaborating the assets that are needed for building the entire project.

References:

Adair, W. L., Hideg, I., & Spence, J. R. (2013). The culturally intelligent team: The impact of team cultural intelligence and cultural heterogeneity on team shared values. Journal of Cross-Cultural Psychology, 44(6), 941-962.

Basart, J. M., & Serra, M. (2013). Engineering ethics beyond engineers’ ethics. Science and Engineering Ethics, 19(1), 179-187.

Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.

Cole, M. S., Carter, M. Z., & Zhang, Z. (2013). Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of Applied Psychology, 98(6), 962.

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Loughry, M. L., Ohland, M. W., & Woehr, D. J. (2014). Assessing teamwork skills for assurance of learning using CATME team tools. Journal of Marketing Education, 36(1), 5-19.

SpA, A. E. (2016). Code of ethics and conduct. Santiago.

Tršková, K. R. I. S. T. Í. N. A., & Holub?ík, M. A. R. T. I. N. (2016). Leadership and Motivation of Human Potential as Vital Part of Strategic Management of Cooperation in Company. In 13th International Scientific Conference Human Potential Development, Szczecin, University of Szczecin.