A Project Charter (Generic) for Organizations

· management
Authors

 

Project Charter Document (Generic)

Project Name:        The ————– Initiative.

Product/Process: To develop a preferred resolution of —————(challenge).

Prepared By

Document Owner(s) Project/Organization Role
Project Lead
Project Supervisor
Senior Executive or Board of Directors Project Sponsor

 

Project Charter Version Control

Version Date Author Change Description
1
2

 

 

TABLE OF CONTENTS

1    PROJECT CHARTER PURPOSE…………………………………………………………………………. 3

2    PROJECT EXECUTIVE SUMMARY……………………………………………………………………… 3

3    PROJECT OVERVIEW………………………………………………………………………………………. 3

4    PROJECT SCOPE……………………………………………………………………………………………. 4

4.1       Goals and Objectives……………………………………………………………………………. 4

4.2       Project Team Statement of Work (SOW)…………………………………………………… 4

4.3       Organizational Impacts…………………………………………………………………………. 5

4.4       Project Deliverables……………………………………………………………………………… 5

4.5       Deliverables Out of Scope……………………………………………………………………… 5

4.6       Project Estimated Costs & Duration…………………………………………………………. 5

5    PROJECT CONDITIONS…………………………………………………………………………………….. 6

5.1       Project Assumptions……………………………………………………………………………… 6

5.2       Project Issues……………………………………………………………………………………….. 6

5.3       Project Risks………………………………………………………………………………………… 7

5.4       Project Constraints………………………………………………………………………………… 8

6    Project Structure Approach……………………………………………………………………. 8

7    Project Team Organization Plans……………………………………………………………. 8

8    PROJECT REFERENCES………………………………………………………………………………….. 9

9    APPROVALS…………………………………………………………………………………………………… 9

10   APPENDICES……………………………………………………………………………………………….. 11

10.1     Regulations, policies and By-laws……………………………………………………….. 11

10.2     Previous Analyses and Reports…………………………………………………………. 11

 


1            PROJECT CHARTER PURPOSE

The project charter defines the scope, objectives, and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling, and assessing the project. After the organization’s by-laws, it is the secondary point of reference on the project for project goals and objectives, scope, organization, estimates, work plan, and budget. In addition, it serves as a contract between the Project Team (PT) and the Project Sponsor, stating what will be delivered according to the budget, time constraints, risks, resources, and standards agreed upon for the project.

2            PROJECT EXECUTIVE SUMMARY

The ———– Initiative is an event mandated under the by-laws (or by direction of the Board, or management). It seeks to assess, and where appropriate recommend changes in the structure and process of (name an activity) and resource requirements and applications allocations. There should here follow a statement of objectives, and the (high level) principles underlying the initiative. The project is delivered by a team guided by a Project Lead who is appointed by (name of organization official). The project is envisioned to wind up at (insert date).

3            PROJECT OVERVIEW

The ———–Initiative is empowered by (state authorizing documents, regulations, rules etc) to investigate, assess and report back on all policy and procedural matters related to ————————. Its objective is to ensure (a) ————————————; and (b) ——————————–.

 

The Project is not —————————. It is not constituted to and shall not expend time, energy and resources on ——————————. It shall address itself to need, and the most appropriate ways that those needs may be met. Nevertheless the Project Team shall be open to issues, concerns and recommendations raised by (name stakeholders).

 

The Project will be directed by a team of up to 18 persons. They are expected to meet face-to-face (frequency) during the project lifetime. Audio / visual conferences, and sub-committee meetings may be necessitated.

 

4            PROJECT SCOPE

4.1      Goals and Objectives

Goals Objectives
  1. The project will provide a sound structure and process for ———————–

 

  1. The PT will maximize opportunities for building communication, trust, collaboration and joint result development.

 

  1. The PT will manage itself in a way that will generate a “Best Practice” for the organization.
  1. The PT will determine ————————–;
  2. It will assess the importance / place ———————-;
  3. It will overview opportunities for —————————.
  1. To ensure a collaborative, transparent process;
  2. To engage stakeholders in an effective, amiable manner;
  3. To keep stakeholders informed, and involved when essential;
  4. To provide periodic reports as appropriate.

 

 

  1. The PT will ensure that it will deliver a comprehensive package that recognizes the range of views of the organization’s key stakeholders and components.
  2. The package will both resolve existing issues and lay a platform for the future.

4.2      Project Team Statement of Work (SOW)

SOW Owner/Prime Due Date/Sequence
Initial Committee Meeting Project Lead
Consult and debate (incl. up to 3 additional committee meetings) Committee and members
Present report to (organization lead) PT
Deliberate, develop and test options, decide organization
Decide Board of Directors / senior management

4.3      Organizational Impacts

Organization Impact to and Participation of Organization
Organization as a whole Stakeholder: revenue and expense effects
Regional / operational components Stakeholder: expense (budget) effects
Local units Stakeholder: revenue and possibly expense impacts
Individuals Cost and benefit impacts

4.4      Project Deliverables

Milestone Deliverable
  1. Draft Project Charter
  • Charter
  • Budget
  • Executive approvals
  1. Mid-point in exercise. Interim report
  • Options
  • Implications
  • Issues
  • Suggested approaches
  1. Final report presentation
  • Final reports

4.5      Deliverables Out of Scope

The national / international organization and structure; reporting relationships; delegated authorities; external relations and communications plans and strategies; financial and accounting systems; programs and activities; potential issues of probity.

4.6      Project Estimated Costs & Duration

Project Milestone Date Estimate Deliverable(s) Included $
Organization and Implementation 1 meeting of PT
Data gathering, Analysis and report 3 meetings of PT; Draft report
Organization staff support Through to completion
SMEs – contracted advice Through to completion
TOTAL $

5            PROJECT CONDITIONS

5.1      Project Assumptions

  • The project is high priority, sensitive and potentially controversial. It impacts virtually the entire organization and hence requires a sensitive, yet thorough process of examination, “sanity checking” and recommendation development.
  • The PT will have to extend lines of consultation and communication within the organization to ensure it has the data, and demographic / economic / cultural sensitivities that it needs to produce a globally satisfactory solution.
  • The PT will need clear authority, latitude and full executive encouragement to deliver this initiative in an effective and timely manner.

5.2      Project Issues

Priority Criteria

1 − High-priority/critical-path issue; requires immediate follow-up and resolution.

2            − Medium-priority issue; requires follow-up before completion of next project milestone.

3            − Low-priority issue; to be resolved prior to project completion.

4 − Closed issue.

 

# Date Priority Owner Description Status & Resolution
1 1
2 1
3 2
4
5

5.3      Project Risks

# Risk Area Likelihood Risk Owner Project Impact-Mitigation Plan
1 Failure to gain requisite plan / authority low Project Supervisor Failure to meet delivery deadlines. Revenue shortfall. Member morale loss.
2 Failure to constitute effective project team medium Lead of PT Project may not meet consultation, analysis and solution optimization targets.
3 Failed agreement to principles and concepts medium Board of Directors / senior management Very significant delay in resolution of key issues and development of a dues plan.
4 Failure to gain approval medium workforce Board of Directors / senior management support initiatives may be required

5.4      Project Constraints

  • Project duration, and the ability to bring PT together in a timely manner
  • PT operational costs (including potential SME advisory services)
  • Possible lack of sufficient expertise “in house” to assess relative merits and options
  • Potential for delay and re-positioning due to stakeholder process change insistence

6            Project Structure Approach

The project will be managed by a Project Lead (PL), who will be supported by a PT comprised of interested, involved and capable members selected by the PL. The PT and Lead will be empowered to conduct their activities independent from normal organizational reporting systems and structures and only as required in the project plan. The PT will consult as appropriate and report as necessary. The PT will operate on a consensus basis. Under certain circumstances, the Lead may report to the Board of Directors and / or senior management to present information and clarification that may be required for comprehensive decision-making.

7            Project Team Organization Plans

Project Team Role Authority Responsibility
Project Supervisor Represent —————- Appoint the Project Lead. Provide general oversight to project from initiation to completion; advise and assist the Lead when requested. Brief Execom and NBOD as appropriate. Provide liaison as needed between Lead and Executive Director.
Project Lead Full delegation with charter approval. Sponsor approvals / interventions on an exception basis. Appoint the PT. To deliver the project goals as scheduled. Ensure project management best practices are followed throughout. Respect by-laws, policies and approved administrative procedures.
PT Member To investigate and assess – collaboratively . To undertake individual and / or sub-Committee activities when authorized. Represent their sector, SME or other factors as fully involved and committed PT member. Respect the sensitivity and confidentiality of data, and PT deliberations.
Senior Executive(s) Accountability Administration – when requested – for the project budget; travel and accommodations. Communications; recording and transcribing; research.

8            PROJECT REFERENCES

Item Contents / Effect
Project Charter
By-laws
Administration Manuals
Policies

9            APPROVALS

Prepared by    __________________________________

Project Lead

Approved by   __________________________________

Project Supervisor

 

__________________________________

Senior Executive(s)

 

 

 

10        APPENDICES

10.1   Relevant Letters of Incorporation, Regulations, Rules, Policies and By-laws

 

10.2   Previous Analyses and Reports

 

Version 0 – (date)

 

1 Comment

Comments RSS
  1. shibumimc

    This generic project charter is provided on a complimentary basis by Shibumi Management Canada, a Canadian consulting firm specializing in Governance, Strategic Planning and Knowledge Management.

    (This did not translate very well from MS Word to WordPress, If you wish a Word copy email me.)
    (Please leave a comment, a suggested improvement or a LIKE. Thanks)

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