how to develop a project charter
TRANSCRIPT
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
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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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