A project charter is the foundational document that authorizes a project, defines its scope, and gives the project manager the authority to use organizational resources. Most charters are either too long and never read or too thin to be useful. The effective version is one page that answers six questions.
- A charter that the sponsor has reviewed and signed is the starting point for scope management
- Scope exclusions are as important as inclusions — write both explicitly
- A charter without a signed sponsor is a wish list, not a project authorization
- The charter is a living document — update it when scope, timeline, or budget materially change
The six questions every charter must answer
Why are we doing this? (business case and objectives) What will we deliver? (scope in and out) When does it need to be done? (key milestones) What will it cost? (budget range) Who is accountable? (PM, sponsor, key stakeholders) What would stop us? (key constraints and risks) A charter that answers all six in plain language is ready to sign.
Writing the scope section
The scope section is the most important charter element. It must state explicitly what is in scope and what is not. Out-of-scope exclusions prevent the most common delivery failure: scope creep that begins because "we assumed that was included."
Getting the charter signed
A charter without a sponsor signature is not a charter. It is a planning document. Sponsor signature is the mechanism that converts planning into authorization, commits resources, and creates the accountability structure the PM will rely on throughout delivery.
Updating the charter
When scope, timeline, or budget change materially, update and re-sign the charter. This is not bureaucracy — it is the mechanism that keeps stakeholders aligned as the project evolves.
Frequently asked questions
One to two pages for most projects. Complexity does not require length — it requires clarity. If a charter requires ten pages to explain, the scope is not well-defined.
The project manager drafts the charter in collaboration with the sponsor and key stakeholders. The sponsor reviews and signs. The PM owns it.
The charter authorizes the project. The scope statement (or scope section of the charter) defines what will and will not be delivered. They can exist in one document.
Request How to Write a Project Charter
Answer a few quick questions. We will recommend the right engagement and follow up within one business day.
Ready to put this into practice?
PMOstart provides consulting, fractional PMO leadership, templates, and tools to help you apply what you just read.