Project Charter Quotes

Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.

Life is like a painting. Imagine it, hit and try drawing with the pencil of first steps, fill in the colors of happiness, correct the mistakes with eraser of love and forgiveness; thus, one dream project is accomplished. Create such masterpieces just like that.

We found it helpful to think of such cross-functional projects as a kind of tax, a payment one team had to make in support of the overall forward progress of the company. We tried to minimize such intrusions but could not avoid them altogether. Some teams, through no fault of their own, found themselves in a higher tax bracket than others. The Order Pipeline and Payments teams, for example, had to be involved in almost every new initiative, even though it wasn’t in their original charters.

In country after country where local moneys were abolished in favor of interest-bearing central currency, people fell into poverty, health declined, and society deteriorated12 by all measures. Even the plague can be traced to the collapse of the marketplace of the late Middle Ages and the shift toward extractive currencies and urban wage labor. The new scheme instead favored bigger players, such as chartered monopolies, which had better access to capital than regular little businesses and more means of paying back the interest. When monarchs and their favored merchants founded the first corporations, the idea that they would be obligated to grow didn’t look like such a problem. They had their nations’ governments and armies on their side—usually as direct investors in their projects. For the Dutch East India Company to grow was as simple as sending a few warships to a new region of the world, taking the land, and enslaving its people. If this sounds a bit like the borrowing advantages enjoyed today by companies like Walmart and Amazon, that’s because it’s essentially the same money system in operation, favoring the same sorts of players. Yet however powerful the favored corporations may appear, they are really just the engines through which the larger money system extracts value from everyone’s economic activity. Even megacorporations are like competing apps on a universally accepted, barely acknowledged smartphone operating system. Their own survival is utterly dependent on their ability to grow capital for their debtors and investors.

And now I set on foot my first project of a public nature, that for a subscription library. I drew up the proposals, got them put into form by our great scrivener, Brockden, and, by the help of my friends in the Junto, procured fifty subscribers of forty shillings each to begin with, and ten shillings a year for fifty years, the term our company was to continue. We afterwards obtain'd a charter, the company being increased to one hundred: this was the mother of all the North American subscription libraries, now so numerous. It is become a great thing itself, and continually increasing. These libraries have improved the general conversation of the Americans, made the common tradesmen and farmers as intelligent as most gentlemen from other countries, and perhaps have contributed in some degree to the stand so generally made throughout the colonies in defense of their privileges.

There’s been a revival of the old debate: with the failure of the wormholes, should we consider redesigning our minds to encompass interstellar distances? One self spanning thousands of stars, not via cloning, but through acceptance of the natural time scale of the lightspeed lag. Millennia passing between mental events. Local contingencies dealt with by non-conscious systems. I don’t think the idea will gain much support, though – and the new astronomical projects are something of an antidote. We can watch the stars from a distance, as ever, but we have to make peace with the fact that we’ve stayed behind. I keep asking myself, though: where do we go from here? History can’t guide us. Evolution can’t guide us. The C-Z charter says ”understand and respect the universe”… but in what form? On what scale? With what kind of senses, what kind of minds? We can become anything at all – and that space of possible futures dwarfs the galaxy. Can we explore it without losing our way? Fleshers used to spin fantasies about aliens arriving to ”conquer” Earth, to steal their ”precious” physical resources, to wipe them out for fear of ”competition”… as if a species capable of making the journey wouldn’t have had the power, or the wit, or the imagination, to rid itself of obsolete biological imperatives. ”Conquering the galaxy” is what bacteria with spaceships would do – knowing no better, having no choice. Our condition is the opposite of that: we have no end of choices. That’s why we need to find another space-faring civilisation. Understanding Lacerta is important, the astrophysics of survival is important, but we also need to speak to others who’ve faced the same decisions, and discovered how to live, what to become. We need to understand what it means to inhabit the universe.

Where each entry is akin to a mini project charter for that work package; including such information as a description of the work, [Cost] estimates, [Scope] requirements & technical references, acceptance criteria & [Quality] standards, [People] & [Resource] needs, assumptions & constraints, [Time] duration & milestones.

When (1603) the Emperor Rudolph II asked the Bohemian Diet, or Parliament, for money for his projected campaign against the Turks, Wenzel of Budowa demanded the repeal of the Edict of St. James, and that complete religious liberty should be given to the people. Only then would money be voted. The Protestant nobles of all shades supported him, and the people were enthusiastically on his side. The Emperor, between the Protestants and the Jesuits, promised and retracted repeatedly, and no progress was made. Then Wenzel called the nobles together, they collected men and supplies and swore to resort to force if their demands should not be granted. The Emperor yielded, signed the Bohemian Charter giving full religious liberty, and there was general rejoicing among the people. A Board of twenty-four “Defenders” was formed to attend to the proper carrying out of the terms of the Charter. All the Protestant parties and the United Brethren signed the general Bohemian National Protestant Confession. In 1616 Ferdinand II became King of Bohemia. He was entirely under the influence of the Jesuits and though at his coronation he took an oath to observe the Charter, he began immediately to break it.

at the time the Constitution was ratified, corporations were usually chartered for what we think of today as an infrastructure project, like building a road or a canal. State legislatures had the power to revoke their charters if they exceeded their mandate or harmed the local community.

For example, we had a development department, as do all movie studios, that was charged with seeking out and developing ideas to make into films. Now I saw that this made no sense. Going forward, the development department’s charter would be not to develop scripts but to hire good people, figure out what they needed, assign them to projects that matched their skills, and make sure they functioned well together. To this day, we keep adjusting and fiddling with this model, but the underlying goals remain the same: Find, develop, and support good people, and they in turn will find, develop, and own good ideas.

Publishing the charter is a major milestone, because it is the first official document of your approval project.

As after any revolution, purists were vigilant for signs of ideological backsliding and departures from the one true faith. The 1780s and 1790s were to be especially rich in feverish witch hunts for traitors who allegedly sought to reverse the verdict of the war. For the radicals of the day, revolutionary purity meant a strong legislature that would overshadow a weak executive and judiciary. For Hamilton, this could only invite legislative tyranny. Rutgers v. Waddington represented his first major chance to expound the principle that the judiciary should enjoy coequal status with the other two branches of government. If Rutgers v. Waddington made Hamilton a controversial figure in city politics in 1784, the founding of the Bank of New York cast him in a more conciliatory role. The creation of New York’s first bank was a formative moment in the city’s rise as a world financial center. Banking was still a new phenomenon in America. The first such chartered institution, the Bank of North America, had been started in Philadelphia in 1781, and Hamilton had studied its affairs closely. It was the brainchild of Robert Morris, and its two biggest shareholders were Jeremiah Wadsworth and Hamilton’s brother-in-law John B. Church. These two men now cast about for fresh outlets for their capital. In 1783, John Church sailed for Europe with Angelica and their four children to settle wartime accounts with the French government. In his absence, Church named Hamilton as his American business agent, a task that was to consume a good deal of his time in coming years. When Church and Wadsworth deputized him to set up a private bank in New York, Hamilton warmed to it as a project that could help to rejuvenate New York commerce. He was stymied by a competing proposal from Robert R. Livingston to set up a “land bank”—so called because the initial capital would be pledged mostly in land, an idea Hamilton derided as a “wild and impracticable scheme.” 49 Since land is not a liquid asset and cannot be converted into ready cash in an emergency, Hamilton favored a more conservative bank that would conduct business exclusively in notes and gold and silver coins. When Livingston solicited the New York legislature for a charter, the tireless Hamilton swung into action and mobilized New York’s merchants against the effort. He informed Church that he had lobbied “some of the most intelligent merchants, who presently saw the matter in a proper light and began to take measures to defeat the plan.

In 2009, Zeke and I decided to entertain suitors, in large part because Zeke’s charter school, the Equity Project, was in full swing.* It wasn’t an easy decision, but we felt that having a well-resourced parent would ensure that the company would thrive in the long term. After a competitive bidding process, we agreed to be acquired by Kaplan and the Washington Post Company in December of that year. I remember the day vividly. After all the documents were signed, I sat there and waited for the transfer to clear. I was sitting at my web browser, hitting refresh over and over again until it cleared in the late afternoon. And there it was. I let out a “Yeah!” and emerged from my office. I walked around dispensing checks to employees, as we had set aside a bonus pool for both staff and instructors. It’s a lot of fun giving away money. I was Asian Santa Claus for a day. I went home for the holidays the following week. At this point my parents were quite pleased with me; my assuming the mortgage on their apartment likely had something to do with that. I zeroed out my student loans that week too. I’d gone from scrapping and scrimping for almost a decade to being a thirty-four-year-old millionaire.

To reiterate, it is the focus on people—their work habits, their talents, their values—that is absolutely central to any creative venture. And in the wake of Toy Story 2, I saw that more clearly than I ever had. That clarity, in turn, led me to make some changes. Looking around, I realized we had a few traditions that didn’t put people first. For example, we had a development department, as do all movie studios, that was charged with seeking out and developing ideas to make into films. Now I saw that this made no sense. Going forward, the development department’s charter would be not to develop scripts but to hire good people, figure out what they needed, assign them to projects that matched their skills, and make sure they functioned well together. To this day, we keep adjusting and fiddling with this model, but the underlying goals remain the same: Find, develop, and support good people, and they in turn will find, develop, and own good ideas.

A CHARTER FOR LIFE ON EARTH Listed in Alphabetical Order Right Action: Join and support organisations and political parties dedicated to the welfare of the Earth. Dissent skilfully about war, environmental destruction, economic targets and corruption in governments and corporations affecting the lives of people and animals. Dissent about harm and destruction of natural resources, land, water, and air. Engage in ethical investments and support worthwhile projects. Support and develop, as fully as possible, spirituality, religion, arts, science and philosophies that support the Earth and all its occupants. Right Conservation: Save energy. Use less oil. Conserve water. Wear more clothes at home and work out to keep warm rather than turning up the heating. Examine every area of your home and the rest of your life to see where you can save energy. Apply the principles of conservation to every area of your life. Campaign for switching off lights and energy at night in government and business offices, large and small.

Right Mindfulness: Practice keeping to basic requisites of food, clothing, accommodation and medicine. Make things last. Refuse to live with excess. When you go to the shops carry shopping bags from home and do not accept plastic bags. Keep packaging to the minimum. Give to charity shops and buy from them. Be mindful of what you wear in terms of the ethics of shops and clothing factories. Avoid companies that are known to sell goods made in ‘sweat-shops’ in developing countries. Be mindful and informed about all points in this Charter. Right Renunciation: Let go of desire for a bigger or better home. Have a spring clean in your home and see what you can give away or recycle. Support and develop love of minimalism and enjoy the outdoors in all weathers. Avoid shopping malls. Buy only necessities. Avoid impulse shopping. Keep out of debt. Offer dana (in the form of donations, time, and energy) to worthwhile projects and individuals. Right Sustainability: Be well informed about recycling; compost waste food and recycle paper,

All maritime nations have vital interests beyond their borders. All maritime nations, then, to the extent that they project power over an international commons, are empires. But the degree of that projection, its character and the actual motives animating it, matter. The United States was an empire not for the purpose of subjugation or exploitation, but for the aspiration of advancing the expressly articulated ideals of the United Nations, the Atlantic Charter, and NATO: namely, the right of nations to stand free from outside coercion or subversion of peoples to chart their own destiny.

Blackacre Chartered Surveyors & Valuers are regulated by the Royal Institution of Chartered Surveyors, providing Commercial and Residential consultancy. Our practice is split into two core departments; Building Surveying including Neighbourly Matters and Building Projects; and Valuations including Landlord & Tenant services, and Tax Valuations.

Blackacre Chartered Surveyors & Valuers are regulated by the Royal Institution of Chartered Surveyors, providing Commercial and Residential consultancy. Our practice is split into two core departments; Building Surveying including Neighbourly Matters and Building Projects; and Valuations including Landlord & Tenant services, and Tax Valuations.

Huggy was also part of a research team that experimented with “prenups for start-ups.” They created 348 remote teams and asked each to develop a business plan for a wellness product. These new teams could bolster performance when—rather than racing to start their work—members devoted their first meeting to writing a prenup or a “charter” to spell out agreements about the team’s roles, norms, rules, and values. That way, rather than being mired in confusion and conflict about who ought to do what, and what was good and bad behavior, they were ready to charge ahead and develop their business plan.

No one knew the Sounder could drive so hard. Her decks trembled with the straining throb of her engines and the hull shuddered as it pounded into the swells. Launched at a shipyard in Boston during the summer of 1961, she had spend almost three decades chartering out to oceanographic schools for deep-water research projects in every sea of the world. After her purchase by NUMA in 1990, she had been completely overhauled and refitted. Her new 4,000-horsepower diesel engine was designed to push her at a maximum of fourteen knots, but Stewart and his engineers somehow coaxed seventeen out of her. The Sounder was the only ship on the trail of the Lady Flamborough, and she stood as much chance of closing the gap as a basset hound after a leopard. Wartships of the Argentine Navy and British naval units stationed in the Falkland Islands might have intercepted the fleeing cruise ship, but they were not alerted.

There he became a Canadian citizen, founded a charter boat business (earning him the title of Captain) and became the science director of a uranium mining company. (According to one account, Hubbard had something to do with supplying uranium to the Manhattan Project.) By the age of fifty, the “barefoot boy from Kentucky” had become a millionaire, owner of a fleet of aircraft, a one-hundred-foot yacht, a Rolls-Royce, and a private island off Vancouver. At some point during the war Hubbard apparently returned to the United States, and he joined the OSS shortly before the wartime intelligence agency became the CIA.

Google Fiber was launched to connect homes in Austin, Kansas City, and Provo (Utah) with internet service that’s one hundred times faster than broadband. Google never intended to become an Internet Service Provider. Rather, this is about forcing the established providers in each market—Comcast, AT&T, Time Warner Cable, CenturyLink, Verizon, Charter—to lower their prices and increase their bandwidth. In developing countries, a similar strategy is in play. Google is helping to build out fiber backbones for entire cities, such as Kampala, Uganda. Where the ground or the local government proves tricky, there is Project Loon. Laying a massive backbone would be an expensive proposition for a rural community, hence those giant floating balloons.

Project manager and business analyst roles have many intersection points. Scope management is one of them. While the project manager is responsible for “project” scope management, the business analysts are responsible for “product” scope management. Project scope is defined as the work that needs to be accomplished to deliver a product with specified features, whereas product scope represents the features of the product to meet the business needs of the project. Therefore, in order to determine the project scope correctly, the project manager should assist business analysts in defining a clear and correct product scope. After business analysts reach an agreement with business units about product scope and prepare the business case or vision and scope document, the project manager should define the project scope on the project charter document.

Ask personally rather than rely on announcements—get the first date. Remember that you’re not looking for someone “to volunteer.” You’re looking for someone to commit as a volunteer for your cause. Develop strategic recruiting partnerships—build your network or a recruiting team. Don’t go it alone. Recruit short-term project teams. The more specific the time limit, the more people you’ll likely get to join you to help with a project. And short-term commitments might open the door to longer commitments. Assume that a “no” means “not now,” or “not this position.” Think of a “no” as an open door to listen carefully to the reasons behind the “no.” Develop roles and responsibilities or a position charter for each position. Don’t fill any position until you find the person who matches what you’re looking for.