A project charter formally authorizes a project and gives the PM authority to apply organizational resources. Without it, scope, objectives, and alignment are at risk from day one.
- The charter is signed before planning begins, not during it
- It should fit on one to two pages
- The sponsor's signature is what makes it authoritative
What a charter must include
Purpose and business case, measurable objectives, scope (in and out), high-level deliverables and milestones, budget authorization, PM authority, key stakeholders, and sponsor signature.
Defining scope
Explicitly list what is in scope AND out of scope. The out-of-scope list prevents assumptions that cause conflict later.
Setting measurable objectives
Every objective should pass the SMART test. "Reduce processing time by 30% within 6 months" is SMART. "Improve efficiency" is not.
Getting it signed
The charter is not a charter until the sponsor signs it. Present it in a brief kickoff, address concerns, and obtain signature before planning begins.
Frequently asked questions
One to two pages. Brevity signals clarity of thinking.
The project sponsor, sometimes after a PMO review.
You can, but scope disputes almost always trace back to projects that started without clear alignment.
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