Secret:10,1 / The Project Charter

SGL speaks especially to mission-driven leaders and organizations – those who want to connect values and purpose more closely with everyday leadership, decision-making, and team development in projects. – Here is some of our best advises.

lesson 10.1

CHOOSE your Quality of Being

CHOOSE
the right leader for the right project.

CHOOSE
the coach
for your manager
and project

CHOOSE
a team that complements the project manager

LESSON 10,1

Step: 1 – Creating the Project Charter / Business goals, and the “big picture” scope defined. Estimate the projets limits drawn.

Step: 2 -Brainstorming, fantasies and dreams seeking solutions for the vision and the best-possible Concept.

Step: 3 – Elect the team members. Clarified team members commitments. Prepare SGL guidlines for winnerteam.

Step: 4 – Development the Project Plan. Details added to the  project scope. Project boundaries determined. Schedule, budget and staffing estimates adjusted. Risk factors and countermeasures defined. 

Step: 5 – Doing the Project. Project progress monitored. Consider to change manager?

Step: 5 – Closing Out the Project. Customer satisfaction evaluated. Lessons learned / TQM

Read and Learn the charter.
Become aware of which phase you are naturally best at.

For people and projects who want a lot. Start with our AI agent JP, to create a common language / CLICK

Good projects begin
with the joy of creation
and end with pride.

Let the SGL agent JP,  prepares the ground. – By creating a shared language and a common understanding of essential concepts, the team reaches the starting line together. From there, the real work begins. Using the tool themselves, the team strengthens its interaction, sharpens its competence, and grows into the best possible version of itself.
Growth begins with Focus on shared understanding and goals. A search for deeper insight and stronger relationships sets a new cycle in motion. When people share values, language, and understanding need for deeper insight and competence development, strengths unfold, and expectations rise. Step by step, the circle lifts individuals and teams to a new level of quality and being.
The division of roles and responsibilities
in a project should be made clear from the first team meeting. A good tool for a project day is mingling and conversations according to the following simple diagram, to establish a line of communication with: superior, equal colleagues and subordinates/suppliers. – The purpose is to gain a clear understanding of one’s own role, responsibility and scope for action, in direct conversation with the person above, next to and below. – Through both parties’ description and expectations of the other person, a basis can be created for a later formalized job description.

Anyone who has ever experienced success
will hunger for new success – only at an even higher level.

IMPROVEMENT AND HUMAN NEED

According to the SGL concept —
based on interviews with more than 1,500 Norwegian leaders —
a few fundamental truths appear again and again:

  • Every wish for improvement begins in the individual’s self-understanding.

  • It can be misleading to say that a “group” wants development.

  • It is the needs of individuals that shape and legitimize every organization.

  • No external change will succeed without a corresponding change at the personal level.

  • When this is ignored, resistance will arise — and change will quietly be sabotaged.

  • A shift from one need-based structure to another is impossible
    until the needs of the previous level have been satisfied.

Home Lesson 10,1

Choose the project leader!

Every project phase requires special characteristics. The four chess roles: Rook, Bishop, Knight and Pawn have different functional roles. Who is best suited to be a project manager in a project you know well, according the project Charter?
Justify why!

NEXT LESSON /  Secret 10,2

About Power Struggle in project groups

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