{"id":5161,"date":"2022-09-28T06:00:45","date_gmt":"2022-09-28T12:00:45","guid":{"rendered":"http:\/\/360.rmcls.com\/?p=241"},"modified":"2025-06-06T09:43:45","modified_gmt":"2025-06-06T13:43:45","slug":"breaking-project-charter","status":"publish","type":"post","link":"https:\/\/rmcls.com\/learn\/blog\/breaking-project-charter\/","title":{"rendered":"Breaking Down the Project Charter"},"content":{"rendered":"

Projects are most successful when there is written and approved authority for the project manager to\u00a0plan\u00a0and organize work. A project charter should be created by the project manager from input gathered from the sponsor(s) and the key\u00a0stakeholders.<\/p>\n

The project charter includes documentation of the project\u2019s goals and the definition of the high-level project and product descriptions. The project manager uses the project charter throughout the project to make certain the business case and the project objectives can be met. Therefore, the charter becomes the mandate allowing you to gain \u201cbuy in\u201d on the project and its goals. Given its purpose, the charter should have minimum jargon and be easy to read. There are additional\u00a0benefits of the project charter<\/a>.<\/p>\n

The project charter should be broad enough that it does not need to change as the project progresses. Any change to the project charter should call in to question whether the project should continue.<\/p>\n

Elements of a Project Charter<\/h2>\n

As we walk through the elements you will need to create a project charter, these sections are not exact as a charter should be tailored to meet the needs of the business and project.\u00a0 Use these components to get you started.<\/p>\n

Project Title and Description:\u00a0<\/strong>The project title and description define What is the Project.<\/p>\n

Project Manager Assigned and Authority Level:<\/strong>Includes the name and title of the project manager.\u00a0 It answers the question, \u201cTo what extent can the assigned PM make decisions?\u201d For example, can the project manager approve budget changes, change the schedule, and approve staffing assignments? Keep in mind that when the project is underway is not a good time to find answers and make such decisions!<\/p>\n

Business Case:\u00a0<\/strong>The business case should answer the business need for doing a project. It describes how the project links to the organization\u2019s high level strategic goals. How will the project bring value to the business? On what financial or another basis can we justify doing this project? Understanding the business case will impact the way the project is managed and outlining it in the project charter is essential.<\/p>\n

Resources Preassigned:\u00a0\u00a0<\/strong>Have team members or other resources been assigned by management? How many or which resources will be provided? These preassigned resources must be considered when estimating and planning.<\/p>\n

Stakeholders:\u00a0<\/strong>Stakeholders are any people or organizations whose interests may be positively or negatively impacted by the project or the product of the project.\u00a0 To help\u00a0identify stakeholders<\/a>, for the project charter, ask \u201cWho will affect or be affected by this project, as known to date?\u201d It includes all employees by department as well as outside representatives. Identifying all stakeholders early in planning may avoid costly changes later in the project.<\/p>\n

Stakeholder Requirements as Known:\u00a0<\/strong>What high-level requirements related to both the project and the product scope. Note that stakeholder requirements define decisions about the business needs, goals and objectives from the perspective of their role in the business. Further work to clarify and finalize requirements will come later.<\/p>\n

High-Level Product Description\/Key Deliverables: \u00a0<\/strong>The project charter defines what specific product deliverables are wanted, and what will be the result of the project? A measure of project success is that all the deliverables are met.<\/p>\n

High-Level Assumptions:\u00a0<\/strong>What do stakeholders believe to be true and reliable for the project, which may not be true? What do we believe to be the case but do not have proof or data for? Assumptions need to be reviewed throughout the project, since an assumption that is proven not to be true may cause changes in scope and other parts of the project management plan.<\/p>\n

High-Level Constraints:\u00a0<\/strong>What factors may limit the team\u2019s ability to deliver the needed result of the project? What boundaries or parameters will the project have to function within?<\/p>\n

Measurable Project Objective(s)<\/strong>: These are a statement what is expected from the project. These should have metrics and specific values used to measure project success. \u00a0Objectives must be measurable to prove project success. And these objectives will depend on the defined priority of the project constraints.<\/p>\n

Project Approval Requirements:\u00a0<\/strong>What items need to be approved for the project, and who will have sign-off authority? What designates success?<\/p>\n

Overall Project Risks:<\/strong>A project charter defines the overall opportunities and potential threats that could impact the project? Additional risks, as well as strategies to deal with them, will be documented later in planning.<\/p>\n

Project Exit Criteria:\u00a0<\/strong>What needs must be met so that the project manager will be able to close or terminate the project or phase?<\/p>\n

Project Sponsor Authorizing This Project:\u00a0<\/strong>The project charter requires a signature to give authority and make the project official. Depending on the environment in which your project will be completed, there could be more than one signature on the project charter.<\/p>\n

<\/h2>\n

More Project Charter Help<\/h2>\n

The project charter should contain all the elements described above. They can be abbreviated or elaborated upon depending on the organization\u2019s culture, environment, level of planning, project management maturity, and best practices. It can also depend on the size of the project.<\/p>\n

Overall, a successful project begins with a well written project charter that can be used to\u00a0sell your project<\/a>, measure progress, is a reference point for avoiding and settling disputes and a guide to keep the projects end solution as the focal point.<\/p>\n","protected":false},"excerpt":{"rendered":"

Projects are most successful when there is written and approved authority for the project manager to\u00a0plan\u00a0and organize work. A project charter should be created by the project manager from input gathered from the sponsor(s) and the key\u00a0stakeholders. The project charter includes documentation of the project\u2019s goals and the definition of the high-level project and product […]<\/p>\n","protected":false},"author":3,"featured_media":4789,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[45],"class_list":["post-5161","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-project-management","tag-project-management"],"acf":[],"yoast_head":"\nBreaking Down the Project Charter - RMC Learning Solutions<\/title>\n<meta name=\"description\" content=\"Get advice from RMC Learning Solutions on creating a project charter to measure progress, to settle disputes and keep the projects on track.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/rmcls.com\/learn\/blog\/breaking-project-charter\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Breaking Down the Project Charter - 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