What should be included in a project charter?

Projects are approved by people outside the project, such as a sponsor (who may have more than one person), a PMO, or a portfolio steering committee. The initiator or sponsor of the project should have certain authority and be able to provide funds for the project. They personally prepare the project charter.

Or authorize the project manager to prepare it on your behalf. The project charter is signed by the initiator, which marks the approval of the project. Projects may be approved for internal operational needs or external influences, so it is often necessary to prepare a needs analysis, business case or situation description.

By writing a project charter, you can link the project to the organization's strategy and day-to-day operations.

The project charter is the constitution of the entire project, and the PMBOK guidelines have simplified the content of the project charter to better reflect its principles as the project constitution. According to the PMBOK guidelines, the main elements that should be included in the project charter are as follows:

High-level project descriptions and product descriptions.

A high-level description of the project, including the overall scope of the project and overall quality requirements.

Measurable project goals and associated success criteria.

The main risks of the project, for example, you can list the main risk categories of the project.

Overall milestone schedule.

The overall budget can be an estimated range, for example, between $1 million and $1.3 million.

The delegated project manager and their duties and authority.

The name and authority of the sponsor or other person approving the project charter.

It can be seen that some design and estimation work had been done at the time of the issuance of the project charter.

It is important to note that while the project manager can participate in and even be responsible for drafting the project charter, the project charter is not issued by the project manager, but by management outside of the project team, and the project manager is only the implementer of the project charter. As the constitution of the project, the content of the project charter should be a number of principled and general issues, and will not normally need to be amended as a result of a project change, unless there is a very important change (e.g., considering whether the project needs to be terminated). If the project charter is to be amended (e.g., when the overall objectives of the project change), only the management has the authority to do so (the principle of who signs it, who modifies it), i.e., the change of the project charter is not within the responsibility of the project manager.

Develop a project charterIt is an important part of the project initiation phaseIn order to formally launch the project, determine the legal status of the project in the organization, and authorize the project manager to use the organization's resources to carry out the project work. All subsequent project plans should be prepared around the project charter, which announces the formal establishment of the project, determines the high-level objectives of the project, and announces the appointment of the project manager.

The main role of the project charter:1.Formally confirm the existence of the project and give it a legal status;

2.Clarify the rationale for starting the project and link the project to operational and strategic objectives;

3.Define high-level objectives for the project, including scope, schedule, cost, and quality requirements;

4.Authorize the project manager to use organizational resources to carry out project work.

1.Project overview and product overview. What is this project? What products are to be produced?

2.The purpose of the project or the rationale for approving the project. Why do you want to do this project?

3.Measurable project success criteria. What are the specific criteria for assessing the achievement of the overall objectives of the project?

4.High-level requirements and corresponding overall project requirements. Include the overall scope requirements and overall quality requirements of the project, i.e., the main deliverables and their quality requirements.

5.Overall milestone schedule. When will it start, when will it end, and when will the milestones be achieved?

6.Financial resources. How much can a sponsor fund a project?

7.Overall project risk level. What is the risk level of the project and what are the main risks of the overall project**?

8.Key Interested Parties. What are the known parties involved?

9.Project approval permissions. Who should approve what during the various stages of the project?

10.Project Exit Criteria. Under what conditions should a project be closed or canceled?

11.Project managers and their responsibilities. Who is the project manager and what powers and responsibilities does he have?

12.The name and authority of the person who issued the project charter.

The PMO serves as a guide and supporter, and more importantly, it provides guidance and training to the project manager rather than a direct management role. To sum it up simply, PMO is to provide project managers with methods and tools to optimize project management.

I benefited a lot from participating in the PMO project manager activity in the South China PMO Elite Club held by Zhongrui Information.

Legal analysis: The main contents that should be included in the project charter are as follows: (1) a general project description and a project product description.

2) The purpose of the project or the reason for approving the project, i.e., why the project is being done. (3) The overall requirements of the project, including the overall scope and overall quality requirements of the project. and (4) measurable project goals and associated success criteria.

5) The main risks of the project, such as the main risk category of the project. (6) Overall milestone schedule. (7) Overall budget.

8) The approval requirements of the project, i.e., who should make which approval should be made during the planning, execution, monitoring and closing of the project. (9) The appointed project manager and his or her responsibilities and authority. (10) The name and authority of the promoter or other person who approves the project charter.

Legal basis: The main contents of the project charter of the fifth edition of the "Project Management Knowledge System" guide should be as follows: (1) What kind of project description and project product description are missing.

2) The purpose of the project or the reason for approving the project, i.e., why the project is being done. (3) The overall requirements of the project, including the overall scope and overall quality requirements of the project. and (4) measurable project goals and associated success criteria.

5) The main risks of the project, such as the main risk category of the project. (6) Overall milestone schedule. (7) Overall budget.

8) The approval requirements of the project, i.e. who should make which approvals during the planning, execution, monitoring and closing of the project. (9) The appointed project manager and his or her responsibilities and authority. (10) The name and authority of the promoter or other person who approves the project charter.

The main contents of the project charter include the following:

1 Requirements and expectations of the project or project stakeholders; This is the fundamental basis for determining the quality, plan and indicators of the project, and the requirements and definitions for the various values of the project;

2. The description and provisions of the requirements for the project outputs: This is the requirements and provisions for the final outcome of the project based on the objective situation of the project and the requirements of the relevant stakeholders of the project;

3. The purpose or rationale for undertaking the project; This is a further explanation of the project requirements and project outputs, as well as a further explanation of the relevant rationale and purpose;

4. Provisions and requirements for other aspects of the project; This includes: an overview of the project milestones and schedules, general project budget provisions, requirements and impacts of relevant stakeholders, project managers and their authority, project implementation organizations, constraints and assumptions of the project organization environment and external conditions, and a description of the project's investment analysis results;

5. The project charter is a formal written statement and supporting document that proves the existence of the project. Signed by senior management, it defines the scope of the project, such as the constraints on quality, time, cost, and deliverables, and authorizes the project manager to allocate organizational resources for project work. It is usually the first official document after the start of the project.

It mainly includes two aspects: one is the business needs that the project meets, and the other is the product description. It also usually includes a description of the main responsibilities and tasks that the project manager, project staff, project sponsors, and top management have in the project.

Legal basis

Project Management Body of Knowledge

Article 1 The main contents of the project charter of the fifth edition of the guide should be included as follows:

1) A general description of the project and the product description of the project;

2) the purpose of the project or the reasons for approving the project, i.e. why the project should be done;

3) The overall requirements of the project, including the overall scope and overall quality requirements of the project;

iv) measurable project objectives and associated success criteria;

5) The main risks of the project, such as the main risk categories of the project;

6) Overall milestone schedule;

vii) the overall budget;

viii) the approval requirements of the project, i.e. who should make which approval should be made during the planning, execution, monitoring and closing of the project;

9) The appointed project manager and his or her duties and powers;

10) The name and authority of the promoter or other person who approves the project charter.

1. Requirements for approval;

2. The agreement of the project.

3. Project description and product description.

4. The purpose of the project and the reason for starting.

5. Project assumptions.

6. Authorized project manager and responsibilities.

7. Overall milestone plan of the project.

8. The overall description of the project includes the scope of the project and the description of the product.

9. The total budget of the project.

10. The objectives of the project and the expectations of the stakeholders.

11. Risks of the project.

Function: 1. Recognize the legal status of the project's pre-infiltration.

2. Authorized project manager and responsibilities.

3. Connect the project and execution organization operations to the strategic plan by describing the reasons for starting the project.

4. Clarify the objectives of the project.

The project manager can participate in or even draft the project charter, which follows the principle of "who signs it, who has the right to amend it".

A project charter is usually signed by senior management and distributed to all organizations, departments, and people involved in the project.

The project charter is the basis for the project manager to seek buy-in from all key stakeholders.

The implementer is the project manager.

A project charter is issued by an entity outside of the project, such as a sponsor, program or project management office staff, or chair or authorized representative of the portfolio governance committee.

The project charter stipulates some relatively large and principled issues, and the project charter is usually not amended due to project changes. When the project objectives change and the project charter needs to be amended, only the management and the sponsor have the right to make the change, and the project manager is not within the scope of his authority.

The project charter can be drafted by anyone, but it is the responsibility of the sponsor of the project organization to adopt and publish the charter.

FYI.

The main content of the project charter includes the requirements and expectations of the project stakeholders, the requirements and provisions of the project outputs, the purpose or rationale for carrying out the project, and the provisions and requirements of other aspects of the project.

Regulations and requirements for other aspects of the project: overview requirements for project milestones and schedules, general project budget regulations, requirements and influences of relevant stakeholders, project manager and his authority, project implementation organization, constraints and assumptions of the project organization environment and external conditions, explanation of the investment analysis results of the project, etc.

The basis for the formulation of the project charter

1. The starting decision of the project.

Regardless of whether the project is a self-developed project or a business project, the primary basis for preparing a project charter is the initial decision of the project. This includes decisions at the beginning of the project, the conclusion of the feasibility analysis of the project, the main objectives of the project and specific indicators, etc.

2. The main contract of the project.

When the project is a business project implemented by a contractor or a contractor for the project owner or user, the project contract is the fundamental basis for formulating the project charter. People should formulate the project charter according to the project contract, and the provisions in the articles of association of Xiang Changbi should not violate the provisions on the responsibilities and obligations of both parties in the project contract.

3. Project statement of work.

The project statement of work is a description of the project outputs and project work, which is the project specific requirements statement given by the project owner or user, and its main content includes the project requirements, the description of the project outputs and work, and the organizational strategic planning objectives.