Project Management – The Project Charter
February 27, 2009
For internal use only
Goals of this Presentation
• Illustrate the Importance of creating and maintaining a
Project Charter
• Review some of the Inputs and Tools & Techniques used
to create a Project Charter
• Highlight some of the benefits from using a Project Charter
and how these benefits can help reduce risks and pitfalls
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For internal use only
Agenda
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Definition of a Project Charter
• PMI’s Definition - (PMBOK)
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Key Statements about the Project Charter
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Tools and Techniques for Developing a Project Charter
• PMI - (PMBOK)
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Typical Sections to be Included on a Project Charter
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Benefits of Utilizing and Maintaining a Project Charter
The Five Inputs for Developing a Project Charter
• PMI - (PMBOK)
Outputs of the Project Charter
• PMI – (PMBOK)
Summary
Questions
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For internal use only
PMI’s Definition
A Project Charter is the process of developing a document
that formally authorizes a project or a phase and documenting
initial requirements that satisfy the stakeholders’ needs and
expectations. It establishes a partnership between the
performing organization and the client. The approved Project
Charter formally initiates the project.
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For internal use only
Key Statements
 Writing, maintaining, and using an effective Project Charter is one
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of a project manager’s most important jobs.
When properly used, a Project Charter will be the single most
important tool the project manager/lead utilizes for managing the
expectations of the project sponsor and all other stakeholders.
The Project Charter is used to set the project direction and defines
the measures of success.
The Project Charter provides a consolidated and summary-level
overview of the project. It allows all stakeholders to agree and
document project scope, objectives, timeframe, and deliverables.
A Project Charter is created at the beginning of a project, approved
by the stakeholders, and signed off before work can begin.
Every BIM project should have a Project Charter created and
maintained. There is no official project without an approved Project
charter
For internal use only
Five Inputs for Developing a Project Charter
 Project Statement of Work
• Business Need and Product Scope Definition
• This is our “Project Brief” document
 Business Case
 Contract
 Enterprise Environmental Factors
 Organizational Process Assets
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For internal use only
Tools and Techniques for Developing a Project Charter
Expert Judgment is the most frequently used tool and
technique used to develop the Project Charter. Such
expertise is usually provided by any group or individual with
specialized knowledge of the product or project deliverable.
Some types of expertise are as follows;
 Other Units within the Organization – SME’s
 Stakeholders and Sponsors
 Consultants
 PMO – Project Management Office (BIM)
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For internal use only
Typical Sections on a Project Charter
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Project Goal/s - x
Scope Statement - x
Deliverables - x
Key Stakeholders - x
Assumptions - x
Constraints - x
Initial Risks - x
Schedule Estimates
Cost Estimates - x
Success Criteria
“Signatures” - x
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For internal use only
Outputs of the Project Charter
 Project Purpose or Justification
 Measurable Project Objectives
 High-level Requirements
 High-level Project Description
 High-level Risks
 Summary Milestone Schedule
 Summary Budget
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For internal use only
Benefits of Using a Project Charter
 Stakeholders are clearly defined
 Communication channels are defined
 Roles and Responsibilities are outlined
 Scope is Defined – Helps prevent “Scope Creep”
 Improved Project Management Processes in later Phases
 Increased Probability of project Success
 “BUY IN” from Project Team Members
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For internal use only
Summary
 A Project Charter officially initiates a Project
 Project Charters are a High-level view of the Project
objectives, deliverables, and scope
 Project Charters are living documents and need to be
updated as the Project moves forward
 There are standard inputs and tools & techniques for
building a Project Charter. One size does not fit all
 A well managed Project Charter will be the single most
important tool for a PM/PL to manage Project expectations
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For internal use only
Questions?
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For internal use only