Project MasterChef M1289 Project Charter - … MasterChef 2012 1 Version 1.0 Project MasterChef...

Project MasterChef 2012

1 Version 1.0

Project MasterChef

M1289

Project Charter

Version 1.0

Status Final

Date 21 June 2012

Author Alison Roberts


2 Version 1.0

Table of Contents

1. INTRODUCTION ..................................................................................................... 3

1.1. Project Background ............................................................................................. 3

1.2. Project Scope Statement ...................................................................................... 3 1.2.1. Project Objectives and Success Criteria .............................................................. 3 1.2.2. High Level Project Scope ................................................................................ 3 1.2.3. Project Methodology and Approach .................................................................... 4

2. PROJECT ORGANISATION ........................................................................................ 5

2.1. Project Structure ................................................................................................ 5

2.2. Stakeholder Information ....................................................................................... 6

3. PROJECT HIGH LEVEL RISKS ..................................................................................... 7

3.1. Rating scales and categories .................................................................................. 7

3.2. High level risk matrix ........................................................................................... 8

4. SUMMARY SCHEDULE.............................................................................................. 8

5. SUMMARY BUDGET ................................................................................................ 9

6. HIGH LEVEL QUALITY REQUIREMENTS ........................................................................ 9

7. HIGH LEVEL PROCUREMENT REQUIREMENTS ................................................................ 11

8. PERFORMANCE REPORTS AND PROCESSES ................................................................... 12

8.1. Performance monitoring and control processes ........................................................... 12

8.2. Post Implementation Review processes ..................................................................... 12

8.3. Proforma Performance Reports ............................................................................... 12

9. INTEGRATED CHANGE PROCESS ................................................................................ 15

9.1. Change control process ........................................................................................ 15

9.2. Change control form ............................................................................................ 15

10. DOCUMENT QUALITY CONTROL ................................................................................ 18

10.1. Version Control ............................................................................................... 18

10.2. Approvers ...................................................................................................... 18

10.3. Reviewers ...................................................................................................... 18

10.4. Definitions ..................................................................................................... 18


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1. INTRODUCTION

1.1. Project Background

MasterChef is a television program originally shown in Britain. It is a reality program where amateur cooks face a series of cooking challenges and are eliminated along the way. Channel Ten has purchased the rights to produce of an Australian version of the program. It is expected this program will generate significant advertising revenue as it has in Britain.

1.2. Project Scope Statement

1.2.1. Project Objectives and Success Criteria

The production will generate 6 episodes per week for ten weeks ready for screening starting on 06 May 2012. The program will attract an audience of 8 million per week. At least two of the episodes per week will be in the top ten television programs for that week according to AC Nielsen ratings. The program will attract $1 million in advertising revenue per week. The program will attract $5 million in sponsorship fees in total. The program will attract $2 million in product placement.

1.2.2. High Level Project Scope

In scope

Partnership with a production house – most likely Freemantle production

Selection and renovation of a suitable venue for the filmimg

Fitout of venue with cooking facilities for 50 cooks with multiple configurations

Fitout of venue for a restaurant, adminstration and filming areas

Sourcing and contracting sponsorship and product placement

Selection and contracting of three hosts

Storyboarding and episode planning

Selection of 50 amateur cooks to participate in the show from Sydney, Melbourne and Brisbane only

Accomodation for 50 contestants in Sydney hotels for the first 4 weeks

Accomodation and supplies for 25 cooks in Sydney in a scenic location for 6 weeks

Sourcing and installation of state of art kitchen equipment some through product placement agreements

High quality consumables some through product placement agreements

20 guest chefs to appear on 20 different episodes

4 world class chefs to appear on 4 different episodes

Excursion to New York including all travel arrangement for 3 hosts, film crew and 4 contestants for 4 days in June.

Filming 6 episodes, for 10 weeks – 2 episodes of 1 hour duration, 2 episodes of ½ hour duration and 2 episodes of 1 ½ hour duration.

Post production including editing.


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Out of scope

Creation and maintenance of the MasterChef website – this will be a separate project

Booking advertising – this will fall under business as usual for Sales and Marketing

Publications such as cookbooks from the hosts or the contestants

MasterChef merchandise – this will fall under business as usual for Sales and Marketing

Arranging publicity – this will fall under business as usual for Sales and Marketing

Holding auditons for contenstants in cities other than Sydney, Melbourne and Brisbane. Assumptions The main assumptions are:

Four world class chefs can be found to participate in the timeframes required and will be free of charge.

A suitable venue can be found and is available in Sydney for the period required.

Suitable living arrangements can be found for the contestants.

Freemantle productions can be contracted to perform production.

Sponsorship and product placement fees of $7 million can be obtained. Constraints The main constraints are:

The first episode must be ready to air by 6th May 2012.

Only $500,000 is allocated to equipment and $500,000 to travel, additional expenses in these two areas will be paid for by sponsorship and product placement.

The celebrity chefs that are available to participate (and free of charge).

1.2.3. Project Methodology and Approach

This project will use Channel Tems project methodology which is available on the Channel Ten intranet.

The phases and deliverables are:

Pre production phase

Deliverables:

Project plan

Venue

Installed equipment in venue

Episode plans and schedules

Contract for production with Freemantle productions

Sponsorship contracts

Product placement contracts

Staffing the production including 3 hosts

20 guest chefs and 4 world class chefs booked

Contestant selection phase

Deliverables:

50 contestant to participate from Sydney, Melbourne and Brisbane.

Accomodation and supplies for 50 contestants in Sydney hotels


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Filming – first 6 weeks phase

Deliverables:

Food and drink for cooking purposes

6 episodes for each week

16 guest chef appearances

Filming – last four weeks phase

Deliverables:

Accomodation and supplies for 25 contestants in the one location in Sydney

4 episodes filmed for each week with the last episode two hours.

4 guest chef appearances and 4 world class chef appearances.

Excursion to New York – two of the episodes

Post production

Deliverables:

Editing of episodes

2. PROJECT ORGANISATION

2.1. Project Structure

The project will consist of the following staff based on most likely estimates. The worst case scenario would required an additional 5 staff members from Freemantle prodcutions and 5 from Channel Ten. Production team from Freemantle productions: 23 staff members including 10 cameramen, 4 editors, 1 location manager, 1 producer, one editor, two makeup artists, 1 continuity manager, 2 project managers and 2 assistants. Production team from Channel Ten: 18 staff members including 2 editors, 3 cameramen, one project manager, 2 first aid officers and 5 project asssistants. Channel Ten Marketing and Sales: three marketing and sales officers. Channel Ten Human Resources: two Human Resource Managers. The following diagram shows the project structure and governance.


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2.2. Stakeholder Information

The major stakeholders and their authority and influence on this project is shown below.

Name Title Authority Influence

Fred Blogg Channel Ten Director of Entertainment

High – ultimately responsible for all

decisions regarding the program

High – very interested in project

Geni Smith Marketing Manger Channel Ten

High – authority for sponsorship

High – will cause costs to be covered by sponsorship fees

TBA position not filled

Project Manager Freemantle Productions

Low – contracted to perform work

High – will be responsible for the

outcome of the project

Ian Johnson Project Manager Channel Ten Low – contracted to perform work

High – will be responsible for the

outcome of the project

Jane Brown Human Resources Manager Channel Ten

High – for recruitment and selection

High – in the area of recruitment or

selection


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3. PROJECT HIGH LEVEL RISKS

3.1. Rating scales and categories

Likelihood

Title Rating Description

Very Low 1 Highly unlikely to occur; however, still needs to be monitored as certain circumstances could result in this risk becoming more likely to occur during the project

Low 2 Unlikely to occur, based on current information, as the circumstances likely to trigger the risk are also unlikely to occur©

Medium 3 Likely to occur as it is clear that the risk will probably eventuate

High 4 Very likely to occur, based on the circumstances of the project

Very High 5 Highly likely to occur as the circumstances which will cause this risk to eventuate are also very likely to be created

Impact

Title Rating Description

Very Low 1 Insignificant impact on the project. It is not possible to measure the impact on the project as it is minimal

Low 2 Minor impact on the project, e.g. < 5% deviation in scope, scheduled end-date or project budget

Medium 3 Measurable impact on the project, e.g. 5-10% deviation in scope, scheduled end-date or project budget

High 4 Significant impact on the project, e.g. 10-25% deviation in scope, scheduled end-date or project budget

Very High 5 Major impact on the project, e.g. >25% deviation in scope, scheduled end-date or project budget

Risk Matrix: Likelihood X Impact = Overall Level/Rating

LIKELIHOOD

IMPACT

Very Low

1

Low

2

Medium

3

High

4

Very High

5

Very Low 1

Very Low

1

Low

2

Low

3

Low

4

Medium

5

Low 2

Low

2

Low

4

Medium

6

Medium

8

High 10

Medium 3

Low

3

Medium

6

High

9

High 12

Very High

15

High 4

Low

Medium

High

Very High

Very High


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4

8

12

16

20

Very High 5

Medium

5

High 10

Very High

15

Very High

20

Very High

25

Overall Level/Rating 0 – 1 = Very Low 2 – 4 = Low 5 – 8 = Medium 9 – 14 = High 15 – 25 = Very

High

Categories The risk categories are:

Financial

Marketing and Sales

Resourcing

Technical

Legal

3.2. High level risk matrix

Below are the top 5 risks:

Risk No. Category Risk Description Likelihood Impact

1 Financial Sponsorship and product placement deals do not cover the required costs of $7 million

Medium Very High

2 Resourcing 4 world class chefs cannot be obtained free of charge for guest appearances

Medium High

3 Resourcing Freemantle Productions cannot be contracted to perform the production side of the project

Medium Very High

4 Resourcing Suitable venue cannot be found for production High High

5 Legal Legal issues with the contract from Britain cannot be resolved in time

High Very High

4. SUMMARY SCHEDULE

Phase or Milestone Preferred completion date

Dependencies

Pre production phase 23 January 2012 Contracting of Freemantle productions.


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Phase or Milestone Preferred completion date

Dependencies

Contestant selection phase 02 February 2012 Building contractors to complete venue for filming.

Accomodation sourced for contestants.

Filming – first 6 weeks phase 03 April 2012 Identification of 16 guest chefs who will appear free of charge.

Filming – last four weeks phase 01 May 2012 Identification of 4 guest chefs and 4 world class chefs who will appear free of charge

Post production 04 May 2012 None

5. SUMMARY BUDGET

Category of Cost Best Estimate Worst Estimate Most Likely

Freemantle Productions $1.5 million $4.5 million $3 million

Channel Ten Resourcing $250,00 $750,000 $500,000

Venue and fitout $1.1 million $3.3 million $2.2 million

Miscellaneous $150,000 $450,000 $300,000

Indirect Costs 20% $600,000 $1.8 million $1.2 million

Contingency 20% $720,000 $2.16 million $1.44 million

TOTAL $4.32 million $12.96 million $8.64 million

Note: Indirect costs are based on 20% of other costs. Contingency is 20% of other costs + indirect costs. Assumptions of sponsorship and product placement fees apply. Refer to Assumptions.

6. HIGH LEVEL QUALITY REQUIREMENTS

Quality requirements are shown below for the 5 major deliverables:

Deliverable High Level Quality Requirements

High Level Quality Assurance

High Level Quality Control


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Project Plan Must conform to Channel Tens project management methodology

As the project plan is written by the Channel Ten Project Manager and the Project Management Office checks (for conformance to the Channel Ten methodology) and the Project Assistant will review at regular intervals for content.

The project plan will be signed off by the Director of Entertainment and the Freemantle Productions Project Manager.

Venue Must be be able to house 50 cooking stations, a restaurant, administration offices and filming area.

Be in Sydney close to the City.

On the outside must be in good condition.

The locations manager will inspect all properties using a pre-agreed checklist and make a recommendation.

Channel Ten Project Manager will inpect the recommended property using the checklist to confirm selection.

4 world class chefs

Must run a current four or five star restaurant – preferably Michelin starred.

Have a high profile in the media.

Will not require a fee for appearance.

Shortlist to be put together by industry expert and reviewed by Channel Ten Project Manager.

Once selection of potential chefs and confirmation of availability has been completed the Director of Entertainment will approve or reject choice.

Accomodation and supplies for 25 contestants in the one location

Must provide executive residential accomodation for 25 people in at least 13 bedrooms.

Be in Sydney with harbour views.

Must be rented for three months.

The Locations Manager will inspect all properties using a pre-agreed checklist.

When one property is recommended by the Location Manager the Channel Ten Project Manager will inpect using the checklist to confirm selection.


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Sponsorship contracts

Must be for at least $50,000 per contract

Must use the standard Channel Ten agreement for Sponsorship

Must follow the code of conduct for sponsorship

Must not be a sponsor with ethical issues or on the Channel Ten banned list

Marketing and Sales to perform initial negotiations.

Legal department to review and provide final sign off.

7. HIGH LEVEL PROCUREMENT REQUIREMENTS

The major procurements items for this project are shown below.

Procurement Item Procurement Standards or Procedures

Selection Process

Venue Channel Ten Procurement Procedures dated 10 January 2010

Outsource shortlisting of venues to current location specialist company

Short listed venues to be visited by Channel Ten project manager and evaulated against a selection crtieria.

Channle Ten PM to make recommendation to Head of Entertainment.

Final decision made by Head of Entertainment.

Consumables – food and drink

Channel Ten Procurement Procedures dated 10 January 2010

Sales and Marketing to form a partnership/product placement agreement with a major super market chain.

Production Company Channel Ten Procurement Procedures dated 10 January 2010

Preferred supplier Freemantle Production to be contracted.

3 Hosts Channel Ten Procurement Procedures dated 10 January 2010

Recommendations from industry experts to short list candidates.

Interviews by Head of Media and Human Resources Manager based on selection criteria.


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8. PERFORMANCE REPORTS AND PROCESSES

8.1. Performance monitoring and control processes

On a Friday a project team meeting is to be held where the project team meet to disucss issues and progress. This meeting will be jointly run by the Project Managers for Channel Ten and Freemantle productions. Timesheets will be issued by the Channel Ten Project Manager or the Project Assistant on a Monday with the work expected for the week listed. On a Friday, prior to the project team meeting, all staff will return completed timesheets showing work completed and work left to be completed in percentages. The Channel Ten Project Manager will input time into the Gantt and track progress both in terms of time and costs.

8.2. Post Implementation Review processes

Post implementation review is to take place within four weeks of the conclusion of the project. Two workshops will be held to gather information on the project to be facilitated by the Channel Ten Project Manager:

Channel Ten stakeholders

Freemantle production stakeholders Stakeholders who cannot attend the workshops will be surveyed by written means. The lessons learnt log, collated throughout the project, will also be a source of information for the review. The Channel Ten Project Manager will be responsible for gathering all information and writing the Post Implementation Review report – the template is below.

8.3. Proforma Performance Reports

8.3.1.1. Status Report Template

The Status Report below will be used on a monthly basis to report progress since last report.

Project Title:

Date:

Author:

Traffic Light: <Green/Yellow/Red>

Accomplishments since the last report (Deliverables completed, milestones attained, decisions made, issues resolved)

Date Due Date Completed Desc: Deliverable, milestones, decision or issue


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Upcoming activities (What the team must focus on achieving throughout the next reporting period)

Date Due Tasks

Budget – Planned vs. Actual as at: DD/MM/YYYY

Planned Actual

Comments:

Summary of issues and variations

Issue/Change No:

Description

Change in Status of Risks:

Risk: Change description:


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8.3.1.2. Post Implementation Review Report Template

Review of Methodology XXX Review of Objectives XXX Review of Scope Management XXX Review of Time Management XXX Review of Cost Management XXX Review of Quality Management XXX Review of Resource Management XXX Review of Communications Management XXX Review of Risk Management XXX

Review of Procurement Management XXX Other For each Project Milestone or Phase, identify what worked, what didn’t work and ways to improve the process the next time.

Milestone/Phase What Worked What Didn’t Work Improvements

Project Charter Example V1.0 of 18

Summary of Lessons Learned: What are the key lessons learned that could be applied to future projects? XXX

9. INTEGRATED CHANGE PROCESS

9.1. Change control process

Change Control Process

Step Description Who

When

1 Fill out Change Request – reason and background

Anyone on the Project Team

Anytime

2 Undertake impact analysis: scope, time, cost, risks, resources and update change request form

Project team Within two days of receiving request

3 If cost impact is > $10,000 Director of Entertainment to approve/reject

Director of Entertainment

Every week

4 If cost impact is < $10,000 Channel Ten Project Manager to reject or approve

Channel Ten Project Manager

Every two days

5 If change request is accepted – update Scope, Time, Cost baselines. and re-issue project plan.


Immediately

6 Check new plan with Project Maanger Freemantel production and adjust if necessary

Channel Ten Project Manager/Freemantle productions Project Manager

Immediately

7 If rejected – file change request with reject reason specified. Notify requestor of outcome


Within 2 days of decision

9.2. Change control form

The following change request form will be used for this project:

Change Request Form

Requested By: Requested Date:

Change Request Number:

Description of the change:

Reason for the change:


Alternative solutions:

Impact Assessment Description of impact

Cost

Time

Resources

Other

Risk assessment Risk description Impact Likelihood

Strategy

Immediate Action Required if approved

Authorisation Decision

Approved? Yes □ or No □


Decision by:

Date Decision Made:

Authorised by: Date Authorised:


10. DOCUMENT QUALITY CONTROL

10.1. Version Control

Version Date Author Comments

0.1 01/01/2012 Alison Roberts Initial Version

0.2 01/03/2012 Alison Roberts Updated with comments from project team and subject matter experts

0.3 14/05/2012 Alison Roberts Updated with comments from Sponsor and subject matter experts

1.0 23/06/2012 Alison Roberts Final Version

10.2. Approvers

Name Title Signature

Fred Brown Sponsor

Fred Blogg Channel Ten Director of Entertainment

Geni Smith Marketing Manger Channel Ten

Jane Brown Human Resources Manager Channel Ten

10.3. Reviewers

Name Title Signature

Dianne Green Production Assistant

May Black Head of TV Development

Ian Johnson Project Manager Channel Ten

TBA position not filled

Project Manager Freemantle Productions

10.4. Definitions

TERM/ABBREVIATION FULL NAME DESCRIPTION

PM Project Manager Responsible for delivery of the project

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