Week 6
karenkoulprfe
GSL630week4team3ChicagoProjectCharterv3.pptx
John Henderson
Tywon Petty
Andrew shearer
2.6.2020
GSL 630 strategic project management
Project Charter team 3
1
AGENDA
Develop Project Charter - Chicago
2
Inputs: Business Documents
Business Case
Increasing levels of gun violence over last 5 years.
High economic cost
High human cost
Community distrust of police due to over policing.
Disproportionalities in stops, searches, arrests.
Lack of collaboration with community in reduction strategies
Perceptions of police bias
3
Inputs: Business Documents
Business Case (continued)
Portland Police Bureau Gang Enforcement
Since 2013 shootings have gone
Since 2013 group related nexus
4
Inputs: AGREEMENTS
Collaboration with academics on ways to review existing data to identity those most at risk for violence
Prevention through collaboration with service providers to connect with those at risk.
Collaboration with community for transparency, understanding, and support
5
Inputs: Enterprise Environmental Factors
External Factors
Internal Factors
Gun violence areas receive a harsher hand when carrying out justice
Governments lean towards more prisons /incarceration and less rehabilitation
Gun violence areas are sometimes low-income, hi-drug reported, hi-crime rate, and over-extended social and emergency services.
Historical distrust of police and government/ vise-versa
Gun-violence areas have social & health infrastructure that is extended and under resourced
Communication channels are lack-luster because of poor coms between families, police, and courts
6
Inputs: Organizational Process Assets
Specialized investigative Police team focused on gun violence response.
Biweekly shooting reviews of every incident where all criminal justice stakeholders are at the table
A collaboration among the LE partners to ensure that the most violent offenders are the focus to prevent the NEXT shooting, not just solve the last shooting.
Historical, Pattern, and Trend analysis
7
Tools and Techniques – Expert Judgement
Subject matter experts to include:
National Institute for Criminal Justice Reform (NICJR)
California Partnership for Safer Communities (CPSC)
L.E. executives (Oakland, Stockton, Chicago, Boston)
Outreach organizations from listed cities (Unite Oakland, READI Chicago, etc.)
Academics
The first category of Tools and techniques is Expert judgment. In the context of a gun violence reduction strategy seeking out those in the industry with lived experiences in developing similar strategies in other communities should be consulted with. In our case, seeking the expert judgement of organizations such as the California Partnership for Safer Communities (CPSC) and the National Institute for Criminal Justice Reform (NICJR) would be critical. They have been instrumental in developing and implementing similar programs in other cities so their technical knowledge is invaluable. Entering into partnership with them as consultants during the planning phase will help guide our efforts. Seeking out Police executives in cities where similar programs have been implemented to provide us their expertise will give us perspective on challenges and opportunities to be expected. While the CPSC and NICJR have experience in other cities, we will need input from SME’s in our own city. Those SME’s will likely be from a variety of service providers who specialize in trauma informed care and outreach to violence victims. In order for us to implement a collaborative effort that brings all the resources under a common strategy seeking to meet a common goal, we need to seek their guidance on where they think the risks might be that could disrupt the overall effort. Examples would include Unite Oakland or READI Chicago
Academics who have researched gun violence reduction models can play a role in determining what has worked or not and the identified reasons why. Strategies that have been researched and undergone academic rigor in evaluation of them are where we should focus.
8
Tools and Techniques-Data gathering
Brainstorming - C.J. system partners, Social Service partners.
Focus groups - Community, families impacted by gun violence, those on parole/probation.
Interviews - Elected officials and community leaders
Surveys - wide sections of community
Data gathering in the form of brainstorming, focus groups, and interviews is another technique we would engage in.
Brainstorming sessions would likely be most effective to begin with in smaller groups defined by their potential role in the program. I would pull together leaders from the regional law enforcement agencies at the city , county, state, and federal level. Collaborating on what common strategy could include each of those stakeholders given their unique roles within the larger criminal justice system could provide guidance.
The same kind of brainstorming could occur with leaders from existing social service providers to determine not just what they are capable of under common strategy, but equally as important what they are not capable of. Knowing that will allow them to identify if additional private or public funding might be required to implement this comprehensive programs.
Focus groups led by community leaders that included a range of community members could provide architects of the program with insight into public support (or skepticism) of the program. Any time the idea of increasing police presence in violent areas is raised it also raises concern by those communities about what the negative impacts to them might be. Will they be stopped more often? Will they be searched or arrested more frequently or for low-level offenses? The success of the program hinges on community advocacy for it and without focus groups to determine their opinion and gain their input, the program will fail.
Interviews with elected officials and community leaders to educate them on the current state of affairs and to solicit their input on what levels of support they may provide. The program should be mutually beneficial to all parties.
Surveys would be conducted across a wide range of community to solicit input from much larger segments of the city than could be obtained by the focus groups. Capturing information on how safe people feel in their community, their level of confidence and trust in their police, how they view the criminal justice system, and other topics would be captured and evaluated. Geographic and demographic information would be identified so we could use a data driven approach to address communities concerns.
9
Successful running of a project requires that there is effective team working.
The ability to work together is a valuable asset that involves many interpersonal skills (Muller & Turner, 2017).
Conflict management, to achieve desired results as a team, there must be effective ways of conflicts fairly, sensibly and efficiently.
Facilitation, successful achievement of the desired goals can only be achieved by working as a team to facilitate the project in place.
Meeting management, time is crucial when running meetings and this is a key tool when managing teams to ensure desired goals are achieved.
Interpersonal and team skills
Personal skills and the ability to work with others as a team are also crucial tools in the running of the team. As such, management of the conflicts, facilitation of the activities, and proper meeting management to achieve the desired goals.
10
Meetings is when one or two people come together to discuss on various topics
In project management, meetings are crucial in running of the project
Meetings are usually conducted to help in coming up with a resolutions on the problems at hand.
In project management, meetings can only be productive when there is brainstorming, interviewing and use of other data collection methods to ensure the project is successful.
Meetings are essentials when managing a project. Therefore, as a project manager, meetings are some of the vital tools that one should use to pass information (Haines, Idemudia & Raisinghani, 2017).
Meetings
Meetings also play vital roles in the collection of data and getting of views from various people to help in coming up with effective resolutions for the problems at hand.
11
These are essential ways in which we must be able to manage the outputs of the business.
Project Charter, this provides the entire process of the business from the initial stages to the final stage providing an avenue for the investor to use the document in making decisions.
Assumptions log, this is a summary document of all the assumptions that have been made in the entire running of the business, collection of data and overall operating of the business.
These are essential tools of determining the amount of produce given out by the company that there is effective
outputs
The success of the business cannot be determined without considering the output of the business. There must be analysis of the business to determine an overall performance of the company. In this regard, all the outputs can be determined by the use of project charter and assumption log provides an opportunity for the determination of the overall outputs.
12
Heartlandalliance.org. (2020, February 2). Retrieved from READI Chicago: https://www.heartlandalliance.org/readi/
Moe, L. K. (2015). Procedural Justice for Law Enforcement: An Overview. Washington D.C.: Center for Public Safety and Justice. NICJR. (2018). Stockton California, the Cost of Gun Violence. National Institute for Criminal Justice Reform.
Oakland, C. o. (2018, September 13). Oaklandca.gov. Retrieved from City of Oakland: https://www.oaklandca.gov/resources/does-ceasefire-work
Basu, R. (2017, September). Quality management tools and techniques in major infra-structure projects. In 2017 6th International Conference on Reliability, Infocom Technologies and Optimization (Trends and Future Directions)(ICRITO) (pp. 114-126). IEEE.
Haines, T., Idemudia, E. C., & Raisinghani, M. S. (2017). The conceptual model for agile tools and techniques. American Journal of Management, 17(3).
Muller, R., & Turner, J. R. (2017). Project-oriented leadership. Routledge.
Radujković, M., & Sjekavica, M. (2017). Project management success factors. Procedia engineering, 196, 607-615.
references
13
