Project Charter Final
Date: May 8, 2015
Project Charter
Purpose of Project Charter
Bausch & Lomb Inc. (B&L) is well known for its world-class delivery in eye care products. From their innovative creations of lenses, pharmaceuticals, and ophthalmic surgical products, Bausch & Lomb truly lives up to its mission of being “number one in the eyes of the world” every day. In addition to eye care products, the company began to invest in related external businesses to increase their profits and brand. In order to make sure these projects were being implemented correctly and running efficiently, B&L started to focus significantly on project management. At first, the company had a rough start with a project completion rate of less than 50 percent (APQC, 2004, p. 44). However, with a heavier focus in project management implementations in the company, they increased significantly to average around 86 percent.
To continue the success of project delivery at Bausch & Lomb Inc., the company needs to perfect its greatest challenge in measuring project delivery and end results. Specifically, B&L has struggled with documenting the correct inputs that are critical to the project delivery process. Important parts of the organization, such as goal definition, timelines, and forecasting, are being incorrectly entered or not inputted in a timely manner, causing the project to lose its efficiency.
The purpose of the project charter is to improve Bausch & Lomb’s project delivery and end results by conducting a six-month trial period where all project related employees are required to submit their project documentation to management each week. Weekly, managers have to review the documentation and report their progress to the project director. The project director would document and measure the reporting and confirm that project timelines have the correct goals, definition, timelines, and forecasting within Microsoft Project and are updated each time they are sent. At the end of the six-month period,
Project Charter
Purpose of Project Charter
Bausch & Lomb Inc. (B&L) is well known for its world-class delivery in eye care products. From their innovative creations of lenses, pharmaceuticals, and ophthalmic surgical products, Bausch & Lomb truly lives up to its mission of being “number one in the eyes of the world” every day. In addition to eye care products, the company began to invest in related external businesses to increase their profits and brand. In order to make sure these projects were being implemented correctly and running efficiently, B&L started to focus significantly on project management. At first, the company had a rough start with a project completion rate of less than 50 percent (APQC, 2004, p. 44). However, with a heavier focus in project management implementations in the company, they increased significantly to average around 86 percent.
To continue the success of project delivery at Bausch & Lomb Inc., the company needs to perfect its greatest challenge in measuring project delivery and end results. Specifically, B&L has struggled with documenting the correct inputs that are critical to the project delivery process. Important parts of the organization, such as goal definition, timelines, and forecasting, are being incorrectly entered or not inputted in a timely manner, causing the project to lose its efficiency.
The purpose of the project charter is to improve Bausch & Lomb’s project delivery and end results by conducting a six-month trial period where all project related employees are required to submit their project documentation to management each week. Weekly, managers have to review the documentation and report their progress to the project director. The project director would document and measure the reporting and confirm that project timelines have the correct goals, definition, timelines, and forecasting within Microsoft Project and are updated each time they are sent. At the end of the six-month period,