Program Charter
[Insert Program Name]
Author: Type the author name
Last Updated: March 22, 2016
Program Charter – [Insert Program Name]
Purpose of Program Charter
The purpose of the program charter is to clearly outline what is to be done and authorize the Program Manager to proceed and
apply organizational resources. The charter provides the opportunity to authorize the program based on measurable objectives
in relation to a business need and identified strategic benefits. The program charter is not meant to approve the program,
which was done through intake, nor to document how things will be done, which is done through planning (after initiation is
complete), as well as charters and plans for the component projects. It is simply documentation around the authorization
provided to the Program Manager for that program. The program charter is part of the Portfolio Management Group’s
program initiation process.
The program charter shares the vision to achieve consensus between key players and components (projects and initiatives) of
the program. Each component project should have its own project charter that aligns with the overall program charter.
Program Charter Participants and Approvers
Input into the program charter may come from many different sources including, but not limited to, Sponsor, senior leadership,
program intake form and/or business case, organizational and/or business unit strategic plans and initiatives, component
project documentation (if already in progress), initial analysis/research done when proposing the program, subject matter
experts within business unit(s), and other stakeholders (such as staff, students, faculty).
The author is typically the Program Manager for the program. If somebody else authors the charter, the Program Manager will
still provide a signature that they agree to execute the program according to the documented parameters.
The approver of the program charter is the Sponsor.
Instructions
1.
2.
3.
4.
5.
Research and understand program information by reading any prior documentation (such as intake form(s), business
case(s), and research/analysis) and speaking to Sponsor and other stakeholders. A program business case will have
already been approved and will contain information with regards to justification and strategic alignment.
Create the program charter with input from applicable stakeholders and Sponsor by filling out the sections in the
template. The green italic text contains instructions for filling out the template and can be removed for the final
version of the document.
Review charter with applicable stakeholders for accuracy and completeness, if required.
Obtain appropriate approval for program charter to indicate agreement between the Program Manager and Sponsor
about the parameters of the program and authorizing the Program Manager to begin.
Scan the signed program charter and upload to the Project Knowledge Base
Next Steps
Once the program charter has been approved, the Program Manager can begin framing the program in more detail, using a
program management plan, which will also include details on the benefits (documented in a Benefits Register), and a benefits
realization plan. Based on the Program Manager’s understanding of stakeholders, he/she can then talk to Functional Managers
to negotiate time from their resources for the program, initiatives, and projects to schedule a program kickoff meeting. The
Program Manager can also start documenting the risks in a program risk register.
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Program Charter – [Insert Program Name]
Program Overview
Provide a paragraph or two describing the program and state the purpose of why the program is being
executed. Links to previous documents such as the business case or intake form should be included to
keep this section brief since those documents contain justification, strategic alignment, etc.
[Insert Program Overview]
Program Vision
The program vision summarizes the desired future state, after benefit delivery, in one to three short,
compelling sentences. The vision communicates the end-goal to all stakeholders in terms they
understand with words that achieve buy-in and motivation. (Example: To create an innovative,
collaborative environment that delivers leading-edge, reliable technology solutions worldwide)
[Insert Program Vision]
Benefit Statement
Outline why this program is important and what it needs to achieve. What is the business problem this
program is meant to solve, or business opportunity it is meant to take advantage of?
[Insert Business Benefit Statement here]
Program Goals
Provide a brief, concise statement of what the goal(s) of the program would be (this would be similar to
a mission statement). Goals should be realistic, achievable and measurable.
[Insert Program Goals here]
Program Benefits
The purpose of establishing a program is for benefits management and realization. List the expected
benefits of the program and their respective measurements. This is an initial, high level list of benefits,
since a more detailed list with further details will later be tracked through a benefits register for the
duration of the program.
[Insert Program Benefits here]
Program Scope
What is and is not included in the scope of this program? If scope will be accomplished through various
phases, include that information in this section.
[Insert Program Scope here]
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Program Charter – [Insert Program Name]
Program Success Criteria
Describe what criteria will be used to measure the success of the program, known at the time of program
definition, by providing measurable objectives and benefits in the charts below. Consideration should be
given to what can be measured upon program closure, and what may have to be measured after closure
and transitioned to the functional manager who is in charge of the products/services from an operations
perspective after program closure. This success criteria should be defined at the program level; projects
within the program will have their own success criteria and measures established for that particular set
of objectives and deliverable. It is understood that this list will change as the program evolves through
planning and execution.
Program success will be measured based upon whether the program delivered what was asked for,
whether there were benefits achieved throughout the program, and the process to get there. The list of
preliminary success criteria is listed in the charts below. This list will be further expanded with changes
tracked in the program management plan.
Success of Products/Services (Scope, Quality)
How will it be determined that what is delivered through the program components are what was asked
for, relevant to program constraints such as scope and quality?
Criteria for Success of Products/Services
e.g. The sum of the program
components have delivered a new, fully
functioning, integrated set of human
resources and payroll modules to fully
replace the legacy system.
Planned Measurement(s)
Decommissioning of the legacy set of human resources
and payroll information systems?
Fully automated integrations with other campus
information systems for human resources and payroll
data
Success of Outcome (delivery of benefits/objectives/vision)
How will it be determined that what is delivered provides benefit to people and achieves the program
vision?
Criteria for Success of Outcome
e.g. simplification and automation of
business processes within end
deliverables, resulting in reduced time
for departments to recruit for open
positions, hire the successful incumbent,
and process the incumbent’s first pay
Planned Measurement(s)
# of days between the job posting and the date the
incumbent is hired and data entered for payroll
time to enter data and perform transactions in new
systems by HR staff for the process
Department satisfaction with new automated process,
user interface, and overall experience
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Program Charter – [Insert Program Name]
Criteria for Success of Outcome
Planned Measurement(s)
Success of Process (how the program was managed)
How will it be determined that the process that was followed to achieve the program’s end deliverable(s)
was successful (considering process activities such as oversight of program components, resource
management, budget management, schedule management, team satisfaction, change management,
communication, benefits management, transition to operations, sponsor satisfaction, procurement
management, et cetera)?
Criteria for Success of Process
e.g. Dependencies and priorities
between program components were
managed effectively and controlled by
Program Manager
Planned Measurement(s)
Program components were executed according to
priorities based on constraints such as resourcing.
The program roadmap and timing reflected dependencies
between components so that work did not start and stop
during program execution.
Program Constraints
List the constraints (restrictions that could affect the performance of the program that limit resources,
schedule, or scope and could affect quality) of the program?
It is important for the Program Manager to understand which of the resource/schedule/scope
constraints are most to least flexible within the program as well. Include this information by making one
‘x’ on each row in the Triple Constraint Flexibility Matrix below. This information provides guidance on
the Program Sponsor’s level of flexibility in these areas when determining trade-offs in planning and
change control.
Describe any criteria for prioritizing components within the program while managing constraints (for
example, if resources are constrained and a component has to be delayed, how is it decided which
component is delayed).
[Insert Program Constraints here]
Triple Constraint Flexibility Matrix
FLEXIBILITY:
LEAST
Resources
Schedule
Scope
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SOMEWHAT
MOST
Program Charter – [Insert Program Name]
Program Organization
Program Components & Milestones
What components (projects and initiatives) are required for this program? What are the approximate
timelines for the program components? What are the program milestones? What is the impact of the
component to the program? This can be documented with a roadmap/timeline illustration of the
program with its components and milestones, and a brief description of each component and milestone.
[Insert Program Components & Milestones here]
Program Dependencies
What are the component dependencies/relationships? Are there other dependencies external to the
program?
[Insert Program Dependencies here]
Program Governance
What is the recommended governance structure to manage, control, and support the program and its
components? This is often best illustrated with a governance structure diagram.
[Insert Program Governance here]
Program Budget
What is the budget for the program, and how is it allocated across the program components? Who has
funding authority for the budget?
[Insert Program Budget here]
Program Roles & Responsibilities
The text below contains standard roles and responsibilities for a standard program, therefore are not
meant to provide an exact match to University position titles, job descriptions, or career path
descriptions. One person may be responsible for more than one “role” on the program or within its
components, or the responsibilities within a “role” may be performed by more than one person in the
program. The responsibilities can be moved accordingly based on who will be doing what. If the who
and what is not known, retain the standard roles and responsibilities until more information is known. If
name and FTE estimates for the role are known at the time of initiation, that information can be
included. A RACE chart for standard program roles and responsibilities can also be used.
These roles and responsibilities are from a program perspective. Further responsibilities and additional
roles will be defined at the component level within initiative and project documentation.
Role
Sponsor
Responsibilities
 Accountable for the success of the program by
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Program Charter – [Insert Program Name]
Role
Responsibilities
o Ensuring the business needs are valid, strategic, correctly
prioritized, and documented in the business case
o Ensuring the program delivers the agreed sustainable business
benefits, goals and objectives
o Ensuring the program is properly launched
o Ensuring changes to the program are properly approved
o Resolving issues and conflicts and removing obstacles that are
beyond the control of the Program Manager
o Obtaining commitment and buy in from senior leadership
o Obtaining and committing appropriate resources (budget and
people)
 Approve key program deliverables such as the business case, charter,
milestones/stage gates, final sign off and closeout
 Provide appropriate updates and negotiations/facilitations with senior
leadership and IT Governance bodies for the scope of change introduced
within a program
Program
Manager
The Program Manager (PgM) is responsible for the success of the program. To
achieve this, the PgM will:
 Develop and implement program governance
 Provide oversight, coordination, and manage dependencies of the set of
projects and initiatives within the program
 Monitor and respond to decisions, issues, and risks at the program level
 Be accountable to executive sponsors for schedule, budget, and quality of
all program elements
 Create and execute program plan and schedule
 Review component project plans for conformance to program strategy,
plan and schedule
 Act as the communications conduit to executive sponsors and program
board, and conduct briefings/status updates
 Escalate issues, risks, and decisions to executive sponsors and program
board, as necessary
 Maintain program integrity and coherence
 Manage cash inflows and outflows at program level
 Ensure timely, cumulative benefit realization
 Ensure proper allocation of resources
 Develop, monitor, and control program through definition, benefit
delivery, and closure
Project Manager
Ultimately, the PM is responsible for the success of his/her project(s) within the
program. To achieve this, the PM works closely with the PgM and will:
 Manage the project throughout its life cycle, based on the standard
responsibilities of a Project Manager
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Program Charter – [Insert Program Name]
Role
Program
Governance
Responsibilities
 Ensure the Project Team understands their role on the project, and how
the project contributes towards the vision of the program
 Secure acceptance and approval of deliverables and milestones related to
the program
 Communicate regular status updates to Program Manager
 Escalate issues and risks to the Program Manager, when required
 Create and achieve, in partnership with the sponsor and Program
Manager, clear and attainable project objectives that align with
stakeholder expectations, program vision, and program
benefits/objectives
 Ensure the project continues to align to project objectives and success
criteria, as well as strategic vision of the program
 Liaise with Program Manager, management and governance bodies, as
required based upon risks, complexity, and impact of project
 Approve program and component project intake, and pull the plug if
program or component projects are under-performing
 Ensure appropriate prioritization criteria in place for component projects
within the program when decisions have to be made due to constraints
 Ensure that the program and every component project proposal uses the
intake process, and contains a business case(s) stating alignment to UW,
department and IT strategic plans, the objectives of the program and
component projects and specifying the in-scope and out-of-scope
aspects, a fully-costed (i.e., total cost of ownership) estimate, and clearly
stated assumptions
 Provide input to, review, and ensure appropriate approval of the business
case
 Ensure appropriate management of program and component projects
 Assess compliance of the completed program deliverables to its original
objectives and benefits
 Review changes in scope, benefits, budget, schedule, and prioritization
and ensure appropriate approval
 Contribute to identification of all stakeholders
 Assist with communication to stakeholders, as per agreed upon
communications plan
 Ensure a set of business-level requirements are defined and align with
strategy, objectives, and benefits realization as agreed by all stakeholders
 Ensure agreed upon specifications for deliverables
 Appointment of a program manager, component project managers,
program team members, and component project team members when
necessary
 Ensure clear assignment of roles and responsibilities
 Review a current, published program management plan and schedule
that spans all components and life cycle phases
 Ensure and enable accurate status- and progress-reporting
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Program Charter – [Insert Program Name]
Role
Program
Business Change
Manager
Primary
Stakeholders
Responsibilities
 Use the central document repository for program and component project
artifacts
 Ensure appropriate management and resolution of issues that arise
during the program
 Ensure appropriate management, communication and resolution of risks
identified during the program
 Manage escalated program issues and risks
 Periodically review quality of key governance documents and of program
deliverables
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Focus on realizing the change(s) the program will bring about
Prepare the operational environment for the change
Contribute to Benefits Management strategy
Realize and measure benefits delivered by the program
Monitor business stability for the change
Ensure business stability during transition
Optimize timing of delivery of outputs and transition activities with PgM
Ensure no double counting of benefits
Commit and provide appropriate resources to the Program, if applicable
Educate about their business and objectives, ensuring the program and
its components fits with their business strategy
Make timely decisions
Review and provide timely feedback
Ownership of business processes and procedures, and deliverables
Keep informed of progress, and send information to others who need to
know
Approve key deliverables, if applicable
Identify and resolve any issues and risks
Subject Matter
Experts (SMEs)
The responsibility of the SME is to ensure the facts and details are correct so that
the deliverable(s) will meet the needs of the stakeholders, legislation, policies,
standards, and best practices. To achieve this, SMEs will:
 Accurately represent their business units’ needs
 Validate the deliverables that describe the product(s), service(s), and
benefits that the program will produce
 Bring information about the program back to the customer community
 Resolve issues relevant to deliverable(s) within their area of expertise
 Obtain or provide approval for changes to rules, processes and policies
Customer
Provide representatives who will:
 Have the authority to make decisions on behalf of the areas of their
business unit(s) that will be using or be affected by the product(s) or
service(s) the program will deliver
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Program Charter – [Insert Program Name]
Role
Functional
Managers
Manager, PMO
Pam Fluttert
Responsibilities
 Achieve business unit consensus on issues and outputs, and communicate
it to the team(s)
 Attend requested meetings
 Review and approve process deliverables
 Provide appropriate subject matter expertise resources
Functional Managers are directly responsible for function affect by deliverables,
they will:
 Communicate changes to their resources’ availability to the Program and
Project Managers
 Track status and understand impacts to their resources and areas of
responsibility
 assists the PgM and Program Business Change Manager in providing
leadership and achieving buy in for that function, and preparing
operational environment for the change(s)
 Evaluate and assess overall effectiveness and quality of deliverable with
Program Business Change Manager
 Ensure performance of their function improved and cross-functional
integration is working and effective with Program Business Change
Manager
 Participate in decision-making, relevant to impact on the functions
he/she is responsible for
 Communicate with Program Manager on any changes to the program
that affects the quality or scope of deliverables
 Ensure appropriate requirements for the deliverables are communicated
and understood
 Participate in risk and issue management with Program Manager, where
required
 Accountable for program and project management methodology to be
used for program and component projects
 Accountable for program and component project health checks, when
applicable
 Provides skilled Program/Project Managers, where applicable, and
monitors their performance
 Provides guidance and advice towards program and component project
deliverables, issues, processes, and risks when applicable
 Assesses program and project size and complexity
 Monitors program and component project performance for
program/projects within PMO responsibility
 Ensures program and project management artifacts appropriately signed
and entered into applicable repositories
 Assigns facilitators for lessons learned and project closure
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Program Charter – [Insert Program Name]
Approval
This charter formally authorizes the [insert program name] program, based on the parameters outlined
and the information known at the time of program initiation. It is understood that some of this
information may change during planning and execution and, if so, will be discussed and documented
through proper change management processes. This approval indicates an acknowledgement between
the Sponsor and Program Manager of the program’s parameters, and authorizes the Program Manager
to proceed with forming the team(s) and program kickoff.
Sponsor Authorization: [print name of Sponsor, title here]
___________________________________________________________________
Signature:
_______________________________________
Date: ________________
Program Manager Acknowledgement: [print Program Manager name, title here]
___________________________________________________________________
Signature:
_______________________________________
Date: ________________
Revision History
Change Made By
Date Change
Made
Details of Change
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Change
Reviewed/
Approved by
Date change
reviewed/ approved