How  to  Develop    a  Project  Charter

by  Harry  Hall,  PMP,  PMI-­‐RMP

projectriskcoach.com

Unfortunately, many people think of the project charter as an administrative hoop they must jump through to get their project approved.

The value of the charter process is engaging stakeholders, discussing the issues, resolving conflicts, and getting agreement as you initiate the project.

The charter provides a pictureof where you are going, why youare going there, who will be impacted, top risks, and who isgoing to help you.

The project sponsor should be theprimary author. The project managermay assist in the charter process, butthe ultimate voice should be the sponsor.

The Project Charter should include…

Project Sponsor Name & Authority

Project Manager Name & Authority

Business  Case  

• Background information• Trends• Connection with the company’s strategy• Market demand• Consequences of not doing the project• Financial, operational, and customer benefits• Cost savings and avoidance• Legal requirements

Business Problem Definition• What’s wrong?• Where are the recurring problems?• What’s the magnitude?

SMART Goals

Deliverables

Constraints• Budget• Resources• Processes• Agreements• Product and project scope• Regulatory requirements

Assumptions – a factor in the planning processconsidered to be true, real, or certain,without proof or demonstration.

High-Level Risks

Stakeholders – individuals,groups, or organizations who may affect or be affected bythe project.

Project Team

Approval Signature

Click Here to see the: What, Why, and How ofPowerful Project Charters Course

Engage your stakeholders and build a solid foundation for your projects!

How  to  Develop    a  Project  Charter

by  Harry  Hall,  PMP,  PMI-­‐RMP

projectriskcoach.com

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