Project Charter Template & Instructions
City of Seattle
IT Project Management
Center of Excellence (PMCoE)
Version 1.0
Date Approved:
City of Seattle, IT PMCoE
[XXX] Project Charter Approval
Approval of this Project Charter authorizes the overall project and approves spending for
completing the Planning Stage of this project. The plan for completing the Planning Stage
is included in Section 7 of this document.
Date
Project Owner
<Name>
Project Sponsor
<Name>
Project Steering
Committee
<Name>
Project Steering
Committee
<Name>
Project Steering
Committee
<Name>
Project Manager
<Name>
Date
Date
Date
Date
Date
Revision History
Date
By
Action
Pages
Page i
Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
Table of Contents
[XXX] PROJECT CHARTER APPROVAL ............................................................................................................ I
REVISION HISTORY ...................................................................................................................................................... I
TABLE OF CONTENTS ...........................................................................................................................................II
1.
EXECUTIVE SUMMARY .................................................................................................................................1
2.
BUSINESS OBJECTIVES ..................................................................................................................................1
A.
B.
C.
3.
BUSINESS NEED OR OPPORTUNITY .................................................................................................................1
OBJECTIVES ....................................................................................................................................................1
PRODUCT DESCRIPTION (SOLUTION) ..............................................................................................................2
PROJECT DESCRIPTION ................................................................................................................................3
A.
B.
C.
D.
E.
F.
G.
H.
I.
4.
SCOPE .............................................................................................................................................................3
DELIVERABLES AND COMPLETION CRITERIA ..................................................................................................3
RISK ASSESSMENT ..........................................................................................................................................4
CONSTRAINTS .................................................................................................................................................5
ASSUMPTIONS .................................................................................................................................................5
DEPENDENCY LINKAGES ................................................................................................................................5
IMPACTS .........................................................................................................................................................5
MEASURES OF PROJECT SUCCESS ...................................................................................................................5
PROJECT ORGANIZATION, ROLES, RESPONSIBILITIES, AND AUTHORIZATIONS .....................................................7
PROJECT APPROACH ...................................................................................................................................10
A.
5.
PLANNED APPROACH ....................................................................................................................................10
PROJECT ESTIMATES ..................................................................................................................................11
A.
B.
C.
D.
E.
6.
ESTIMATED SCHEDULE .................................................................................................................................11
RESOURCE REQUIREMENTS – TEAM AND SUPPORT RESOURCES...................................................................11
ESTIMATED COST .........................................................................................................................................12
FUNDING SOURCE(S) ....................................................................................................................................12
CHECKPOINT/ FUNDING SCHEDULE ..............................................................................................................12
PROJECT CONTROLS ...................................................................................................................................14
A.
B.
C.
D.
E.
F.
G.
H.
7.
COMMUNICATION MANAGEMENT .................................................................................................................14
ISSUE MANAGEMENT ....................................................................................................................................14
CHANGE MANAGEMENT ............................................................................................................................... 14
BUDGET MANAGEMENT ............................................................................................................................... 15
SCHEDULE MANAGEMENT ............................................................................................................................15
PROCUREMENT MANAGEMENT.....................................................................................................................16
QUALITY MANAGEMENT ..............................................................................................................................16
PROJECT SHUTDOWN CONDITIONS ...............................................................................................................16
PLAN FOR COMPLETING THE PROJECT PLANNING STAGE ...........................................................17
A.
B.
C.
D.
PLANNING STAGE DELIVERABLES.................................................................................................................17
PLANNING STAGE SCHEDULE ESTIMATE .......................................................................................................17
PLANNING STAGE COST ESTIMATE ...............................................................................................................18
PLANNING STAGE RESOURCE REQUIREMENTS ..............................................................................................18
Page ii
Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
1. Executive Summary
<Provide a brief summary of the project using the Business Case as a basis for this text.>
2. Business Objectives
A.
Business Need or Opportunity
<The discussion of the need/opportunity should be stated in business terms and should provide an
understanding of:
 What created the need, or how the opportunity was recognized
 What is the overall strategic alignment? Factors to consider include mayoral initiatives and priorities
and the department’s strategic plan.
 The magnitude of the need/opportunity
 Contributing factors, such as workload increases or staff reductions, and fiscal constraints
 An understanding of the extent to which the need/opportunity would be addressed if an appropriate
alternative were implemented
 The consequences for the Department and its customers if the need or opportunity is not addressed.>
<By understanding the magnitude of the need or opportunity, the Department will be better able to
estimate reasonable amounts of resources to expend in responding to it, and the extent to which a
response will resolve it.>
<Use the Business Case as a basis for this text.>
B.
Objectives
<The project’s objectives should be written by, or based on an interview with the Project Sponsor. What
objectives will need to be met for this project to be successful? Objectives should be S.M.A.R.T.:
specific, measurable, accurate, realistic, and time bound. For example: “Within one year of go-live, 98%
of services invoices will be correctly processed within 2 business days of receipt”. Both the business
and technical objectives related to scope, schedule, budget, business impact/benefits and customer
satisfaction should be considered.>
<Objectives are given a tracking ID to facilitate traceability to scope, requirements, and final
acceptance.>
Objective
Tracking
ID#
Project Objectives
O-1
O-2
O-3
O-4
O-5
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
C.
Product Description (Solution)
<Describe the proposed solution and state how it meets the business need/opportunity and objectives.
Typically, a Product Description Statement does not have a great deal of detail at this point.>
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
3. Project Description
A. Scope
<Describes the current view of the boundaries of the proposed project including what is included and what
is excluded. Some specific areas to consider would include the scope related to organizational processes,
business processes, and other systems. Scope includes all products and services to be provided by the
project; the scope elements listed here would be equivalent to the items represented at the deliverables
level of a detailed work breakdown structure. Carry over any relevant content from the Business Case.>
<Ensure traceability to the project’s objectives>
In Scope
The Scope, as defined in this Project Charter, represents the current view of what the project will and will not
deliver. After this Charter is approved, any changes or additions to scope as described below will be subject
to the change management process and approval by the Project Sponsor.
In Scope
Scope
Tracking ID#
Scope Element Description
Addresses
Objectives(s)
IS-1
IS-2
IS-3
IS-4
IS-5
Out of Scope
These components are out of the scope of the project. They may be included in the scope of future
enhancements or other projects.
Out of Scope
Scope
Tracking ID#
Scope Element Description
OOS-1
OOS-2
OOS-3
OOS-4
OOS-5
B. Deliverables and Completion Criteria
<What will be created in terms of deliverables (and their characteristics) and/or what constitutes
successful completion.>
<Deliverables are tangible products or things that the project will produce, stated at a high level. They
describe what the business clients will get when the project is done. It is important to also state
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
exclusions, or what will not be included in the project. Deliverables will be more detailed in the project
plan.>
<Examples:
Deliverables included:
 A product
 A new service
 Recommendations on new automation
 A feasibility study
 A new voice response system>
<Ensure traceability to the project scope elements>
The following is a draft list of the deliverables to be produced by this project.
Deliverable Name
Description & Completion Criteria
Addresses
Scope
Element(s)
C. Risk Assessment
<Describe the most significant project risks and a high-level mitigation strategy for each risk. At this point
major risks should be identified, quantified and periodically reviewed with the project owner. This brief
assessment will be expanded in the formal Risk Management Plan, which will be completed as part of
the Project Plan.>
The overall risk rating for this project is: High, Medium, Low <Select one>.
<The top risk items for this project are as follows: (EXAMPLES ONLY)
1. Getting acceptance of the project objectives and required support by the key executive
stakeholders.
Mitigation Strategy: Meet with each of the executive stakeholders and provide an executive
overview of the project objectives and approach. Follow-up with key stakeholders to validate
interim results and get buy-in.
2. The high level of business process redesign will require significant organizational and cultural
change.
Mitigation Strategy: Business executives will drive the business process redesign using a
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
highly inclusive approach to involve and educate users on what will change, why it will change,
how it will change.
3. Limited time/availability from the stakeholders could limit the information available to define the
scenarios for the prototype demonstrations.
Mitigation Strategy:
4. The technology advances may obsolete the solution before the project is implemented
Mitigation Strategy:
>
D. Constraints
<All projects have known limitations, and such constraints need to be defined from the outset. Projects
have resource limits in terms of people, money, time, and equipment.>
<Examples:




Project funding streams limit project expenses to no more than $250K per fiscal quarter.
All technology solutions must comply with existing technology and architecture standards.
No contract services may be used on the project.
Purchased software must be implemented with no customization.
E. Assumptions
<Assumptions are circumstances and events that need to occur for the project to be successful, but may
be outside the control of the project team. Identifying project assumptions helps establish the project
environment and provides a basis for planning and estimating. Establishing assumptions can also test
to ensure that project stakeholders share a common understanding of the project and each clearly
understands their own obligations. Examples: “The project will be 50% funded by Department A and
50% funded by Department B.” “Support and attention will be provided by the Business Sponsor and the
Steering Committee”. “Resources will be available to adequately staff the project”.>
F. Dependency Linkages
< In some cases, one project may be dependent upon another project’s deliverables; this linkage needs
to be identified and its progress monitored. In other cases, a project may be dependent upon
information from several departments; here, the tasks and activities of the information gathering process
need to be monitored.>
G. Impacts
<For example, Organizational/Cultural Change, Business Process and/or Business Rule Changes,
Re-training, Increases/Decreases in operating budgets, etc.>
H. Measures of Project Success
<This section describes the metrics that will be used to determine how success will be measured. Such
metrics might include how to measure customer satisfaction, or might state what a “user friendly” system
is.
Solicit input from the Project Sponsor. Success criteria are expressed as statements of the business
value that must be achieved for the project to be considered successful. Critical objectives of the project
should be selectively reiterated here to provide additional emphasis. The best success criteria to include
are those objectives that clearly state the bottom-line impact of the project. Success criteria that
address project scope, budget and schedule should also be included.>
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
Examples:
 The project delivers all baseline scope elements, as specified by this Charter.*
 The project completes within [XX]% of baseline budget, as specified by this Charter.
 The project is completes within [XX] weeks of its baseline completion date as specified by this
Charter.
The Success Criteria
(1)
(What the project
sponsor wants)
1.
Time (end date)
2.
Resources (Total $
or Hours)
3. Scope (Capabilities,
Functions)
4. Quality
5. Stakeholder
Satisfaction
6. Team Satisfaction
How success will be measured
Estimates and / or
major risks to
achieving the metric.
(What the PM estimates
it will take)
(Must Meet, Acceptable,
Date:
or Optimize)
(Must Meet, Acceptable,
$
or Optimize)
(Must Meet, Acceptable,
See Scope Section
or Optimize)
(Must Meet, Acceptable,
See Scope Section
or Optimize)
(Stakeholders’ critical project objectives are met, but
they do not have to love the project)
(Project team and other stakeholders must rate their
experience in working on this project at least (n) on
a scale of 10.)
7. ROI
Note 1): The can be only one “Must-Meet” and one “Optimize” condition. All the rest are to meet an “Acceptable”
measure of success.
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
I. Project Organization, Roles, Responsibilities, and Authorizations
Sponsorship and Governance
<Insert Project Organizational chart, consider including relationships beyond the project team such as
internal and external key stakeholders. Org Chart is required for large project, optional for small/medium
project.>
Roles and Responsibilities
<Resource table below must include named Project Sponsor for Charter approval. If known, names of
other planned resources should also be included.>
The following role definitions are being applied to the resources assigned to this project:
<EXAMPLES ONLY – Revise as appropriate for the project>
Project Responsibilities
Named
Resource or
Role
[XXX],Project
Owner



[XXX],Project
Sponsor
Steering Committee
[XXX],Project
Manager
SME (Subject
Matter Experts)/
Business Experts /
User Support
Analyst






















Provides policy definition to the Project team
Resolves all policy issues with the appropriate policy owners in order to
provide a clear, decisive definition
Makes final decisions and resolves conflicts or issues regarding project
expectations across organizational and functional areas.
Provides executive team approval and sponsorship for the project.
Recipient and final approver of project deliverables.
Secure project funding
Provide project guidance and strategic direction
Act as final authority on escalated issues
Act as final authority on decisions related to the project scope,
schedule and budget
Selects Project Manager
Provide project guidance and strategic direction
Resolve escalated issues as appropriate
Review and preliminarily approve project deliverables as appropriate
Monitor project progress and provide necessary tools and support
when milestones are in jeopardy
Manage project team, scope, budget, schedule and deliverables
Monitor project progress, generate status reports
Communicate with stakeholders
Resolve and escalate issues
Ensure completion and approval of project deliverables
Facilitate change control, risk management, other controls as specified
by this Charter
Represent business area in defining, reviewing, and approval of
deliverables
Contribute expertise and knowledge as appropriate
Analyze, design and ultimately improve or replace the business
processes
Collaborates with teams to develop high level process designs and
models, understanding best practices for business processes
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
Project Responsibilities
Named
Resource or
Role
Stakeholder
Project Team
[Other resource, if
applicable]





Provides requirements
Recipient of project deliverable and associated benefits
Participate in approach planning, task estimation
Complete project deliverables as assigned
Authorizations
<Define the role that will approve each of the key deliverables through the Project Planning Stage.>
<The Charter will be approved by:
The Project Manager
The Project Owner
The Project Sponsor
The Project Plan will be approved by:
The Project Manager
The Project Owner
The Project Sponsor
Project Changes will be approved by:
The Project Owner
Project deliverables will be approved/accepted by:
The Project Owner
The Project Sponsor
The key Stakeholders
Specific task responsibilities of project resources will be defined in the Project Plan.>
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
Stakeholders
Department/ Area
Name, Title
Role
Project Sponsor
Project Owner
Project Manager
Steering Committee Member
Steering Committee Member
Steering Committee Member
Steering Committee
Member
Steering Committee
Member
Steering Committee
Member
Steering Committee
Member
Page 9
Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
4. Project Approach
A. Planned Approach
<Describe how the project will be implemented. For example, discuss SDLC methodology; plans for a
pilot or phased implementation; outsourcing plans, or the hiring of temporary resources; procurement
plans; buy or build strategy; creation of various testing environments, etc.>
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
5. Project Estimates
A. Estimated Schedule
<Define the target start and end dates appropriate for your project, and define a confidence level
consistent with the current level of uncertainty and risk for the project >
The project will begin on [xx/xx/xx] and is estimated to be completed by [xx/xx/xx]. Confidence levels in
the schedule estimates for the total project are [+xx%-%xx].
Key project milestones relative to project start are as follows:
<Define the Milestones and Target Dates appropriate for your project.>
Project Milestones

Target Date
Project Started
MM/DD/YYYY
Project Completion
MM/DD/YYYY





Schedule Assumptions
<List all assumptions on which the schedule estimate is based and will be needed to reproduce or
recalibrate the schedule estimate. >
B. Resource Requirements – Team and Support Resources
The following personnel resources are required to complete this project:
<EXAMPLE ONLY – Revise as appropriate for the project>
Personnel Resource Types:
Quantity
<Project Sponsor
1
Project Owner
1
Steering Committee
6
Stakeholders
12
Project Manager
1
Architect
1
Analysts
6
Vendor Personnel
4
Total Personnel Resources:
32>
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
Resource Assumptions
<List any assumptions used to create the resource requirements.>
C. Estimated Cost
<EXAMPLE ONLY – Revise as appropriate for the project>
Project
Year 1
Project
Year 2
Project
Year 3
Total
Project
Annual PostImplementation
Operations &
Maintenance
Labor
Internal IT
Internal
Business
External
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Hardware
Software
Other
$
$
$
$
$
$
$
$
$
$
$
$
Total (cost to
production)
$
$
$
$
Cost Estimate Assumptions
<List all assumptions on which the cost estimate is based and that will be needed to reproduce or
recalibrate the cost estimate.>
D.
Funding Source(s)
<[XXX] department(s), division(s), etc.] have allocated $[XXX] towards the completion of the [XXX] project.
Carry over any relevant content from the Business Case.>
<EXAMPLE ONLY – Revise as appropriate for the project>
Funding Source
Project
Year 1
Project
Year 2
Project
Year 3
Total
Project
Annual PostImplementation
Operations &
Maintenance
Source # 1
Source # 2
Source # 3
$
$
$
$
$
$
$
$
$
$
$
$
Total Funding
$
$
$
$
E. Checkpoint/ Funding Schedule
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
<It is recommended that the project identify project checkpoints or phase review gates based on specific
project events, for example, end of business assessment phase, or some System Development Life
Cycle phases, etc. Dates are not needed here, but these checkpoints should be clearly visible in the
project milestones listed earlier.>

<End of Phase I Planning

End of Phase I Development

End of Phase I Implementation

End of Phase II Planning

Etc.>
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
6. Project Controls
A. Communication Management
The Project Manager will actively manage project communications. Project communications are to
include the following meetings and status reporting. A detailed communications plan will be included in
the project plan.
<The following strategies have been established to promote effective communication within and about
this project:

The Project Manager presents the project status to the project owners on a weekly basis;
however, ad hoc meetings will be established at the project manager’s discretion as issues or
change control items arise. The project manager provides a written status report to the project
owners on a monthly basis and distributes the project team meeting minutes. The project
owners will be notified via email on all urgent issues. Issue notification will include time
constraints, and impacts, which will identify the urgency of the request for service.

The project team will have weekly update/status meetings to review completed tasks and
determine current work priorities. Minutes will be produced from all meetings.

The project manager will provide the project sponsors with project team minutes and steering
committee status reports.

The project steering committee will have bi-weekly meetings to project progress, confirm project
direction, establish priorities, and approve project deliverables. Minutes will be produced from all
meetings.

A project web site will be established on the InWeb to provide access to the project
documentation by geographically dispersed project members. >
B. Issue Management
<Project-related issues will be tracked, prioritized, assigned, resolved, and communicated in accordance
with the Project Management Procedures:

Issue descriptions, owners, resolution and status will be maintained on an issues database in a
standard format.

Issues will be addressed with the project owner and communicated in the project status report.>
C. Change Management
<The change control procedures to be followed will be consistent with Project Management Procedures
and consist of the following processes:

A Change Control database will be established by the project manager to track all changes
associated with the project effort.

All Change Requests will be assessed to determine possible alternatives and costs.

Change Requests will be reviewed and approved by the project owner.

The effects of approved Change Requests on the scope, schedule, and budget of the project will
be reflected in updates to the project plan.
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE

The Change Control database will be updated to reflect current status of Change Requests. >
D. Budget Management
< The Project Manager will measure and report actual cost to planned cost on a bi-weekly basis. When
actual costs exceed planned costs for the work produced the corrective actions will be approved as
follows:
If actual costs are found to exceed planned cost for the current reporting period:
[-X]% overage is reported to Project Sponsor (and Steering Committee, if applicable), who will
approve proposed corrective actions or other mitigating decisions.
If actual cost is found to exceed budgeted cost/schedule for the overall project to date:
[-X]% overage is reported to Project Sponsor (and Steering Committee, if applicable), who will
approve proposed corrective actions or other mitigating decisions..
Corrective actions and mitigating decisions may include any or a combination of the following:






Improving development/implementation processes
Improving skills proficiencies
Reducing or eliminating baseline scope elements
Increasing the project budget
Lengthening the project schedule
Canceling the project (decided by the Project Sponsor or by the Project Sponsor in consensus
with the Steering Committee). Also see Project Shutdown Conditions
 Etc..>
E. Schedule Management
< The Project Manager will measure and report actual schedule performance to planned schedule
performance on a bi-weekly basis. When actual schedule performance demonstrates that schedule
slippage is occurring because work is taking longer than planned, corrective actions will be reported and
approved as follows:
If schedule variance is found to demonstrate a slipping schedule for the current reporting period:
[-X]% schedule variance is reported to Project Sponsor (and Steering Committee, if applicable),
who will approve proposed corrective actions or other mitigating decisions.
If schedule variance is found to demonstrate a slipping schedule for the overall project to date:
[-X]% schedule variance is reported to Project Sponsor (and Steering Committee, if applicable),
who will approve proposed corrective actions or other mitigating decisions..
Corrective actions and mitigating decisions may include any or a combination of the following:




Improving development/implementation processes
Improving skills proficiencies
Reducing or eliminating baseline scope elements
Increasing the project budget
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE



Lengthening the project schedule
Canceling the project (decided by the Project Sponsor or by the Project Sponsor in consensus
with the Steering Committee). Also see Project Shutdown Conditions
Etc..>
F. Procurement Management
<The Project Manager will actively manage any required procurement or contracts in concordance with
existing City of Seattle standards and agreements. If procurement is planned the major milestones
should be included in the project milestones above. A more formal procurement plan will be included in
the Project Plan.>
G. Quality Management
< List the processes and approaches that will be used to ensure quality deliverables through the Project
Planning Stage and what should be expected in the Quality Management Plan that will developed in the
Planning Stage. The Project Manager will actively manage the quality of the project deliverables and
processes>.
H. Project Shutdown Conditions
< A decision to cancel this project could be made by the Project Sponsor (and Steering Committee, if applicable)
at any point based on revised business needs or strategic alignment, or on this project’s adherence to cost and
schedule performance baselines as outlined above.
[Interview the Sponsor to determine any other shutdown conditions that may exist, include these
conditions in this section.]
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
7. Plan for Completing the Project Planning Stage
<The plan-to-plan lays out the steps for completing the Planning Stage of the project. If an iterative
approach is being used, the plan-to-plan should include the planning for the first iteration. This section
includes a detailed list of planning deliverables, estimates of effort for each deliverable, resource
requirements, a detailed Planning Stage schedule and a detailed Planning Stage cost estimate. Result of
the Planning Stage should be a comprehensive Integrated Project Plan for the project.>
A. Planning Stage Deliverables
<What will be created in terms of deliverables (and their characteristics) and/or what constitutes a
successful phase completion.>
The following is a list of the deliverables to be produced during this phase of the project.
Planning Stage Deliverables
Deliverable Name
Description & Completion Criteria
Estimate of
Effort
B. Planning Stage Schedule Estimate
<Define the target start and end dates appropriate for this phase of the project and define a confidence
level consistent with the current level of uncertainty and risk for the phase >
The [XXX] project Planning Stage will begin on [xx/xx/xx] and is estimated to be completed by
[xx/xx/xx]. Confidence levels in the Planning Stage budget estimates are +/- 35%.
The planning stage schedule follows:
<List the key Planning Stage milestones from the detailed Planning Stage schedule.>
Planning Stage Milestones
Target Date

Planning Started
MM/DD/YYYY

<Scope Definition Refined>
MM/DD/YYYY
Planning Stage Completion
MM/DD/YYYY



Planning Stage Schedule Assumptions
<List all assumptions on which the schedule estimate is based and that will be needed to reproduce or
recalibrate the schedule estimate. >
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Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
City of Seattle, IT PMCoE
C. Planning Stage Cost Estimate
<Estimate the total cost of the planning effort and declare a confidence level consistent with the current
level of uncertainty and risk for the phase >
The cost of the Planning Stage has been estimated at $[XXX]. Confidence levels in the Planning Stage
cost estimates are +/- 35%.
<EXAMPLE ONLY – Revise as appropriate for the project. Provide summary level information from the
detailed cost estimate.>
Project
Project
Project
Project
Total
Month 1
Month 2
Month 3
Month 4
Planning
$
$
$
$
Labor
Internal IT
$
$
$
$
Internal
$
$
$
$
Business
External
$
$
$
$
Hardware
Software
Other
$
$
$
$
$
$
$
$
$
$
$
$
Total (cost to
Plan)
$
$
$
$
Planning Cost Estimate Assumptions
<List all assumptions on which the cost estimate is based and that will be needed to reproduce or
recalibrate the cost estimate. >
D. Planning Stage Resource Requirements
<List the resources required to complete the Planning Stage deliverables.>
Resource Estimate
Resource
Planning Stage Role or Deliverable(s)
<Project Sponsor
Steering
Committee
Project Manager
Business
Analysts
Subject Matter
Experts
Architect
Etc.>
Planning Stage Total
Page 18
Project Charter Template & Instructions v. 1.0 12/03/2004
IT Project Management Center of Excellence
FTE
Weeks
Cost