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3 elements every project charter needs

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Getting started on a new project or initiative can be an exciting feeling. But what about the step right before that, when you need to get your project approved?

The project pitching and approval process can feel like a black box if you’ve never done it before. From gathering the right information to presenting it in a way that works for your project stakeholders, you want to make sure you have the materials you need to succeed. One way to do that is with a project charter.

What is a project charter?

A project charter is an elevator pitch of your project objectives, project scope, and project responsibilities in order to get approval from key project stakeholders. In the charter, you should provide a short, succinct explanation of the main elements of your project before you get started. By creating a project charter before getting started on other, more in-depth project planning documents, you can get approval or course-correct if necessary.

A project charter is one of many project planning materials you can create. Here’s how it compares to other project planning elements:

Project charters vs. project plans

A project charter should only include three elements: your project objectives, scope, and responsibilities. Once your charter has been approved, you should then create a project plan. Your project plan builds on your project charter to provide a more in-depth blueprint of the key elements of your project.

There are seven key elements in a project plan:

Success metrics

Stakeholders and roles

Scope and budget

Milestones and deliverables

Timeline and schedule

Project charters vs. project briefs

A  project brief  is a short document that you should create after your project has been officially approved. The brief is a condensed version of your project plan that your project team and stakeholders can refer back to frequently. Your brief, like the charter, provides context about why this project is a good idea, in addition to what you’ll be doing during the project.

A project brief has four parts:

Background information

Project objectives and success criteria

Project timeline

Target audience

Project charter vs. business case

A project charter and  business case  have the same fundamentals: these are both tools to pitch a project to the appropriate stakeholders. The main difference between a project charter and a business case is scope.

A business case is a formal document that explains the benefits and risks of a significant business investment. For example, if you’re pitching a large-scale investment with an external agency, a significant increase in current business practices, or a new product line or service, you’d want to create a business case. Alternatively, if your project needs approval but it’s smaller in scope—for example, a campaign that’s similar to past campaigns or a product launch that fits within your current go-to-market strategy—create a project charter instead.

Do you need a project charter?

There are a variety of project planning tools, and a project charter isn’t always the best one for the job. Here’s when to create one—and when you might be better off creating something else.

Create a project charter  to pitch and get approval for a project. A project charter gives stakeholders a clear sense of your project objectives, scope, and responsibilities. Key stakeholders can use the project charter to approve a project or suggest changes.

Create a business case  if your project represents a significant business investment. A business case includes additional information and documentation, including the project’s return on investment and any  relevant project risks .

Create a project plan  if your project has been approved. A project plan will build on your project charter to provide additional information, like the project timeline or  key project milestones .

Create a project brief  if you want to create a document that summarizes the key high-level details of your project plan.

Create an  executive summary  if you want to provide a summary of your document to executive stakeholders.

Create a  project roadmap  if you want to view a high-level timeline of your project in a  Gantt chart .

How to create a project charter

In a project charter, you’ll share project details with key stakeholders in order to get approval to kick off your project. There are three main project charter elements:

To begin your project charter, share your  project objectives  and project purpose. In this section, you should outline why this project is important and what the key objectives are for the end of the project. Make sure your project purpose clearly explains why it’s important to work on this project and how this project will support your company goals.

In addition to your project purpose, you should also clarify your project objectives. These are the things you plan to achieve by the end of the project, like deliverables or assets. To create good project objectives, follow the  SMART method . Make sure your objectives are:

The second key element in your project charter is the project scope. Your project scope statement defines exactly what is and isn’t part of the project. When you draft a project scope, you’re setting boundaries and, more importantly, outlining what you won’t do during the project timeline.

As you create your project charter, the most important part of explaining scope is outlining the ideal project budget. Remember, you will use your project charter document to pitch this project to stakeholders—so you need to clearly show what the budget is and where that money will go.

In the final section of your project charter, you should explain who will be working on the project. This includes any key project stakeholders, executive stakeholders, project sponsors , and the general project team. If you haven’t already, draft up a brief resource management plan to illustrate how various resources will be allocated during the project.

Project charter examples

[Product UI] Marketing campaign project charter (Project Brief)

Project charter template

When you’re ready to get started, follow this easy-to-use template to create your next project charter.

Project name

Name your project. Make sure this is descriptive enough that most people will understand what you’re working on.

Project manager

Who is the point of contact for this project?

Last revision date

Your project charter is a living document. Including the last revision date can be helpful for team members who are frequently checking back on the charter.

Project purpose

Why are you working on this project?

Project objectives

What deliverables and assets do you plan to achieve by the end of the project?

Project scope

What are the boundaries of your project deliverables? Which initiatives are not included in the project?

Project team and resources

Who is working on this project? Which resources (e.g. people, tools, and budget) are available for this work.

Stakeholders and approvers

Who are the project stakeholders? Who needs to approve the project charter or any project deliverables?

From project charter to project success

Once your project charter has been approved, you can move forward with project planning. As you create additional project planning documents and get started with project management, make sure you are storing all of your project details in a centralized tool that everyone can access.

Naturally, we think Asana is the best tool for the job. With Asana, you can manage team projects and tasks to stay in sync and hit your deadlines. Learn more about the  benefits of project management .

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How to Write a Project Charter: Template & Examples

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Getting a new project off the ground involves a lot of documentation—from project requirements and scope documents to risk assessments and project plans .

As a project manager, you’re used to sifting through project paperwork. But it’s not always easy for your team and stakeholders to make sense of it all when they’ve got limited time to spend on the details.

That’s where a project charter comes in. 

A project charter acts as a reference guide for successful project delivery so you can get everyone up to speed and on board with the project more quickly.

Let’s take a closer look at what a project charter is, why it’s important, and how to create one for your projects.

What is a project charter, and why is it important?

A project charter is a document that details your project’s goals, benefits, constraints, risks, stakeholders, and even budgets. It may also be referred to as a project brief or project definition document.

The Project Management Institute (PMI) defines a project charter as “a document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.”

The purpose of a project charter is to set clear project expectations so you can lead even the largest teams and complex projects to an on-time and under-budget delivery. A project charter also brings benefits like aligning stakeholders and teams to the project’s objectives and clarifying important details that could impact the project.

Project charter vs. project plan: What’s the difference?

Having multiple documents related to your project might sound overwhelming—and it can be! But, every key document plays an important role in project success.

So when should you use a project charter versus a project plan? The simple answer is you should always use both to manage your projects. But let’s take a quick look at the difference between a project charter and a project plan. 

Think of your project charter as the document that explains the what and why of your project, while your project plan outlines the how, when , and who . 

Remember, the purpose of the project charter is to detail your project in its entirety—but at a high level . We’re not talking about tasks and milestones here.

A project charter spells out the details needed to understand a project and its objectives, usually in Word, Excel, Google Docs, or PDF format. It’s delivered early in the project cycle to ensure everyone’s on the same page about goals and deliverables. 

A project plan, on the other hand, is a line-by-line action plan for leading a project to completion once all the details have been approved. It’s typically formatted as a gantt chart with task deadlines and milestones mapped out on a timeline so you can track progress along the way.

How to write a project charter

Ready to develop a project charter framework for your organization? 

To create a project charter for your next project, your first step should be to discuss the project with your team and stakeholders. This will enable you to gather the information needed to execute the project, while also setting expectations around what it will take to get the job done. 

Be sure this initial discussion covers the following project details:

  • Constraints (including deadlines and budgets)


  • Any other details that will help you truly define your project

Gaining this level of insight and understanding from your team and stakeholders early on will go a long way in helping you maintain alignment throughout the project.

Just like everything else in project management, there’s no single way to write a project charter. The most important thing to remember when creating your charter is to make it easy to read and accessible to anyone involved in your project.

Remember, the charter should be a high-level review of the project, not a turn-by-turn accounting of what will happen. Feel free to use short descriptions—or even bullet points—to help you keep it brief.

Project charter elements & examples

A lot of information goes into a project charter, and it’s up to you to determine which components make sense for the teams and organizations you work with. Here’s a list of key elements you may want to include when writing your project charter. 

Business case

This is a goals-related statement that explains the purpose of your project and why you’re taking it on. The business case not only helps guide project decisions, but also ensures everyone involved in the project is aligned on its purpose. That way you can all hold each other accountable to sticking to that goal.

We wrote this business case statement example for a website redesign project:

The Gantt Museum website (ganttmuseum.org) must be redesigned to help us meet our new, aggressive ticket sales goals and to provide a new online shop experience for visitors who cannot visit in person.

While the business case may state your overarching goals, you might find you need to get more specific about practical goals for your project. 

Writing SMART goals for your project’s initiatives can make it easier to stay on task. This example gives you an idea of how you could work these into your project charter goals:

  • Provide an updated look and feel to align with new branding.
  • Showcase relevant visitor information in an easy-to-access way.
  • Include an online ticketing system to allow visitors to buy tickets around the clock from any location. This new system must contribute an additional 20% in ticketing revenue for the Museum.
  • Leverage an off-the-shelf e-commerce platform to be managed by the Museum shop personnel. This new system must contribute an additional 35% in shop revenue for the Museum.

This section may be optional for you, depending on where you work and the type of project you’re running. But if you deal with project budgets or clients, be crystal-clear about the project’s cost and how it’s broken down. Keeping this information transparent will help guide conversations if and when your budget approaches its max.

In the project charter example below, we’ve broken the budget down by project phase: ‍

$500,000, broken down by phase:

  • Research: $50,000
  • Design: $200,000
  • Development: $250,000

Scope and deliverables

Be sure to define the thing you’ll deliver and the scope associated with it so you can set clear expectations about what will and won’t be included—or executed on—in your project.

Here’s an example of how you might outline a project's scope and deliverables in your project charter:

We’re redesigning and building the following templates:

  • Ticketing page
  • Shop home page
  • Shop item description page

Deliverables include:

  • Wireframes for each page (to be revised up to 3 times)
  • Page designs (to be revised up to 3 times)
  • Coded templates

Resources needed

In this section, you’ll list any people, funds, time, materials, equipment, or additional resources you or the team will need to complete the project. Here’s a sample of resources a website design project might require:

  • Branding work is being done by our partner agency. All files will be required before design kickoff.
  • All photography for the site will be FPO in design. New photography may be required.
  • Museum will purchase licenses for fonts.
  • Museum will need to purchase CMS licenses for staff.
  • Museum will need to hire a CMS trainer and content entry staff.

Don’t worry about fitting a whole plan into your project charter. But it’s a good idea to list out key project milestones with dates and reference your plan in TeamGantt by sharing a view-only link to your gantt chart .

For example, you might structure your project charter milestone schedule like this:

This project is estimated to take 9 months with the following milestone schedule: 

  • October 31, 2021 - Kickoff
  • December 15, 2021 - Research Complete
  • February 28, 2022 - Design Complete
  • April 15, 2022 - Development & CMS Training Complete
  • May 21, 2022 - Content Entry Complete
  • June 30, 2022 - QA Testing Complete, Launch

Risks and issues

Every project carries risk, whether it’s the threat of a critical stakeholder leaving the project, a much-needed asset missing a deadline, or even a hurricane taking out your internet and bringing work to a halt. 

Documenting things that could go wrong in your project charter—like we’ve done in the example below—makes everyone aware of risks from the outset:

  • The stakeholder team has never been part of a website redesign.
  • Most of the content will need to be rewritten, and the effort is unknown.
  • The funding for the e-commerce platform has not yet been approved.


Sometimes one piece of a project can’t start until a previous step is complete. And when a partner’s responsible for that step, you have no control. If that’s the case for your project, you’ve got a rolling list of risks on your hands. 

Make note of any major dependencies in your project charter so you can spotlight potential scheduling issues. Here’s how that might look:

  • If the branding project is not approved on time, it will delay our project.
  • The selection of the Content Management System (CMS) and subsequent licensing is required before development begins.

If you’re working on a project with a team of folks who are responsible for approving your project, you want to be sure they’re present and accounted for. Listing them here will help! 

While you’re at it, you might want to define their roles or at least mention who the “lead” or main approver will be.

This sample project charter keeps the stakeholder list simple:

  • Project sponsor & key point of contact: Sandy Sanderson, EVP, Marketing
  • Don Limon, Director of IT
  • Donna Sumner, Director of Ticketing
  • Bob Burg, Manager, Museum Shop
  • Danielle Della, Senior Writer

Download a free project charter template

Making a project charter may feel like a daunting task, but it really doesn’t have to be. Using a template can help you jump right in and keep things brief so your project charter is quick to create and scan.

Download our free project charter template (Word) and use the examples above to write a project charter of your own. Feel free to adapt this template to your style or organization’s needs.

Remember, a well-written project charter can help you answer and document big project questions and quickly align your team and stakeholders. It’s a small document with a huge purpose, so your best approach is to develop a simple project charter that’s easy to read and useful for everyone involved.

Go from project charter to plan with TeamGantt

Once you’ve got a solid project charter in hand, it’s time to craft your plan! With TeamGantt, you can create an interactive project plan without the tedium.

You’ll have all the features you need to ensure projects finish on time and on budget, including:

  • Drag and drop simplicity
  • Easy team collaboration
  • Gantt chart, list, calendar, and board views
  • Team availability & workload management
  • Planned timeline vs. actual timeline
  • Dedicated mobile app

And it all comes with a simple and intuitive interface that’s easy for anyone to use.

Try TeamGantt for free today!

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In the project lifecycle, numerous types of documentation are essential to keeping things running smoothly, including the project charter. Read on to learn more about what a project charter is, how it’s used, and how to create one.

What Is a Project Charter?

Project charters are compiled after a project proposal has been created and presented to stakeholders. Once that approval has been granted, the project charter, also sometimes called the project plan, acts as the official sign-off to begin work. The document must be signed by a senior leader who controls funding, as the charter provides explicit permission to begin project work and utilize organizational resources—from team members to financing, to technology, and software.

Read more: Project Management Terms and Concepts

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Why Are Project Charters Important?

Project charters are an essential part of the project documentation process, as they provide the proof of approval to begin project work and utilize business resources. The project charter acts as a record of stakeholder approval while documenting essential information about the project itself. Here are just a few of the other important purposes a project charter serves:

Informs the Team

More than just serving a formal need for project documentation, the information contained within the project charter—such as an estimated timeline, key deliverables and objectives, project scope, and more—is essential to team members who are being briefed on the project for the first time. 

Highlights Project Value

The project charter highlights the value of the project itself by tying back the project objectives to overall organizational needs and goals. At a glance, stakeholders, both internal and external, can understand the significance of the project and what outcomes it will achieve. 

Creates a Link to Portfolio Management

Portfolio management measures the success of all of the business’s projects against overall objectives and goals across all departments and areas of business. The project charter establishes a clear link between the project itself and the goals and purpose it will serve in the organization, making it easier to identify successes and areas of improvement in an organization’s portfolio management plans.

Prevents Scope Creep

According to the “Pulse of the Profession” study by the Project Management Institute, 50% of all projects experience scope creep. Over time, scope creep contributes to budget overruns, project delays, and ultimately, poor project outcomes. Project charters help combat scope creep before it happens by clearly defining the project scope and communicating project goals clearly to all project stakeholders. 

Establishes a Timeline

When working on a project, it is essential to adhere to the project timeline, but oftentimes, the project schedule is not relayed to internal or external stakeholders until the actual work begins. In this case, the project charter establishes expectations for the project timeline and sets the groundwork to assign individual project tasks. 

Defines the Criteria for Project Success

To measure the success of a project, you first need clearly defined expectations and a metric to measure the project against. The project charter outlines how stakeholders will determine the success or failure of a project, making it easy for the team to understand the expectations ahead.

Read more: 5 Phases of Project Management

What Information Does the Project Charter Contain?

When drafting the project charter, include information that makes it clear what the project aims to accomplish and how you plan on accomplishing it. While the charter may look slightly different for various projects and teams, anyone reading the document should have a thorough understanding of the project and the plan for achieving project goals by the end of the charter.

Read more: What is Project Management?

How Does a Project Charter Differentiate From a Project Proposal or Plan?

Project Charter: A project charter acts as the official sign-off for project work to begin, covering the essential information about what the project will cover and what it will take to accomplish the project successfully. 

Project Proposal: The project proposal is the document that initially proposes the project to stakeholders and decision-makers, outlining the project from a high-level view. This document is used to pitch the project itself. 

Project Brief: Even shorter than the project charter, the project brief is a general overview that describes the bare amount of key information about the project that someone would need to know. While it may seem extremely similar to the project charter, it is a much more brief and high-level description.

Read more: Project Proposal Templates and Examples

Essential Components of a Project Charter

At a minimum, the project charter should include the essential information about the project and what it will require to be successful:

Business Case

The business case highlights how the project serves the organization through its goals, deliverables, and outcomes. It should tie project objectives back to positive outcomes for the organization, especially concerning business-wide goals and initiatives.


In project management, the term stakeholder can refer to a few groups of people, primarily including internal decision-makers, the team members working directly on the project, and external stakeholders like investors, customers, or third-party contractors. In simple terms, you can consider stakeholders as anyone with a tie to the project who will need to be updated on the project at some point throughout the project lifecycle, regardless of their role. 

Resources Required

Resources in the project are tools that keep project work moving smoothly, from people to technology to software and even charts and project tools. Additionally, resources consider the financial investment needed to complete a project, whether that’s paying external contractors, upgrading to a new project management software solution, investing in learning opportunities, etc. 

The scope section of the project outlines what ground the project will cover. In essence, this segment should clearly outline what the project work will look like and achieve to prevent scope creep and unclear expectations. 


The deliverables portion outlines exactly what stakeholders can expect from the project in terms of tangible outcomes, whether it’s delivering a new product, a measurable outcome, or even things as small as documents and reports. 

Outlining the objectives for the project defines the goals that the project aims to achieve, holding the team accountable to specific metrics so that progress can be tracked throughout the project lifecycle. 

The timeline portion outlines the key milestones for the project, such as dates when deliverables will be completed, and the larger markers such as when the project should begin and end. 

Potential Risks and Dependencies

The risks and dependencies portion of the project charter should project any potential risks or issues that may arise during the project and any task dependencies that need to be addressed before project work can begin. This also includes any potential dependencies that may occur during the project, for example, if multiple departments are working together on the project, a delay in turning over a deliverable from one team to another can create delays and roadblocks.

FREE Downloadable Visual Project Charter Template

Tips for writing a strong project charter.

  • Explore visuals

Project charters contain a wealth of information, which can be overwhelming to digest at one time. Consider using visual aspects in your project charter in order to break up information and make it easier to understand. For example, when displaying the project timeline, adding a visualization by way of a timeline or Gantt chart view can help readers better understand the information. 

  • Don’t forget the project title

While many overlook it, naming your project is an important part of the project charter, as it establishes project details for the first time and creates referenceable information to fall back on throughout the project lifecycle.

  • Leverage the resources around you

When drafting the project charter, leveraging the existing resources around you can help you better understand the context of the project and draft a stronger charter overall. For example, reviewing past project charter documents from within your organization can help provide valuable information about drafting your charter for a new project. 

  • Lead with the “why”

Understanding the “why” behind your project can not only make it easier to draft the charter but can also help you write more clearly about the project itself. The “why” is a crucial aspect, and without it, drafting the essential information about the project will be a challenge. 

  • Step back and reflect

Before wrapping up the project charter, take a step back and come back to the charter later on with fresh eyes. Drafting and editing the project charter is a significant undertaking, and taking the time to carefully edit the document and review it with a new perspective is essential. 

Tools for Preparing a Project Charter

Before you begin drafting the project charter, gather a few tools that can help make the process easier:

  • Information about similar projects that have been completed

Taking stock of the projects that your organization has completed in the past can make completing the project charter much easier. Understanding how similar projects were structured and managed gives you a baseline understanding of how to construct a charter for a new undertaking. 

  • Planning tools 

Project charters involve a lot of moving parts, and leveraging planning tools can help you organize project details much more easily. Gantt charts, for example, make it easy to map task dependencies while visualizing a larger project timeline against individual tasks and responsibilities. In addition, these types of tools make it easier to present information visually, making it more likely to be received clearly. 

  • Project management software

Project management software is one of the best tools for planning and executing projects. Various features, from task assignments to data reporting, multiple project views, and more make project management software a useful tool that can easily be implemented.

Read more: 10 Best Project Management Software for 2023

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In most cases, the project charter is written by the project manager and sponsored by a high-level executive who initiates and supports the project.

Can the project charter be edited throughout the project lifecycle?

The project charter cannot be edited unless the scope and goals of the project change without terminating the initial project itself. Because the project charter is the kickoff guide to the project, it needs to remain unchanged or else risk altering the project and its scope unintentionally.

What’s the best way to present the project charter to my team?

The best way to introduce a project charter to the team is to host a kickoff meeting. The kickoff meeting allows you to introduce the project in an approachable way where everyone can ask questions as you review key details. While sharing the charter itself gives team members a tangible document to refer to, meeting with them directly gives everyone space to ask questions and connect on a personal level before project work begins.

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How to Create a Winning Project Charter: Your Blueprint for Success


One of the very first steps in the phases of the project management lifecycle is developing the project charter. It helps inform everyone in the team what they are in charge of and what needs to be done.

Let’s define the project charter and discuss how to create one. We have added some useful project charter templates that will help you kick-start your project. Customize them to your liking and export them as images or SVGs to add to presentations or documents.

What is a Project Charter?

Why use a project charter, when to use a project charter, who can benefit from a project charter, benefits of using a project charter, what to consider before developing a project charter, how to develop a project charter.

  • A Visual Project Charter

Project Charter vs Project Plan

The project charter is a formal document that lays out the project vision, scope, objectives, project team and their responsibilities, key stakeholders and how it will be carried out or the implementation plan. It is also known as the project statement and project definition report. Usually used at the beginning of a project, the project charter communicates the project’s objectives and expectations to all stakeholders, including the project team, sponsors, and other interested parties.

The project charter is also helpful in defining the project manager’s authority level and the project’s direction.

A project charter typically includes the following:

  • The project overview: briefly describes the project, its purpose, and expected benefits.
  • The project scope: outlines the project’s boundaries, including what is included and excluded.
  • Project goals and objectives: outlines the specific goals and objectives the project is expected to achieve.
  • Project timeline: a schedule of the project, including milestones and deadlines.
  • Project budget: outlines the estimated costs and the resources that will be required to complete the project.
  • Project stakeholders: a list of all stakeholders involved and their roles and responsibilities.
  • Project risks and assumptions: outlines the potential risks and assumptions associated with the project and how they will be managed.

There are several reasons as to why you should consider kick-starting your project with a project charter. A few are given below.

A project charter

  • Describes the purpose and the outcomes of the project
  • Ensure clarity of project goals and objectives
  • Legally authorizes the start of a project
  • Helps keep track of project deadlines
  • Defines roles and responsibilities of each member/stakeholder
  • Helps identify constraints and risks and define preventive measures
  • Outlines a general overview of the budget
  • Provides a useful framework for decision-making
  • Improves communications
  • Helps align the project goals with the interests of the stakeholders

A project charter should be used during the planning phase at the beginning of a project. It is usually the first formal document created when beginning a project and serves as the basis for all subsequent planning and execution activities.

The project charter should be created or developed before any detailed planning or major project resources are committed. This is because the project charter helps ensure everyone understands the project’s goals, objectives, and scope. It is also helpful in identifying possible risks along with any associated strategies to manage them.

Regardless of the size or complexity of the project, the project charter should be used. It is especially helpful for projects that are large or complicated, have many stakeholders, or have a lot of risks or uncertainty.

In summary, a project charter should be used:

  • At the beginning of a project, during the planning phase.
  • Before any detailed planning takes place and before significant project resources are committed.
  • Ensure that everyone involved has a common understanding of the project’s goals, objectives, and scope.
  • To identify potential risks associated with the project and outline strategies for managing them.
  • For all types of projects, regardless of their size or complexity.

It is important to note that any individual or organization responsible for initiating or managing a project can use a project charter. This includes but is not limited to,

  • Project managers are responsible for overseeing the planning and execution of a project.
  • Project sponsors include senior executives or managers who provide the funding and resources necessary.
  • Project team members who are responsible for executing the project tasks and delivering the outcomes.
  • Other stakeholders include customers, suppliers, regulators, and other interested parties. They can use the project charter to understand the project’s goals, objectives, and scope.

Anyone involved in initiating, planning, or executing a project can use a project charter to ensure a project’s success. As such, there are numerous advantages to developing a project charter. Some of these benefits are detailed below.

  • Provides a clear understanding of the project’s goals and objectives.
  • Aligns the project with the organization’s strategic goals, ensuring that the project’s outcomes are consistent with the organization’s overall direction.
  • Helps to manage project risks by narrowing down potential risks and relevant strategies to mitigate them.
  • Defines all stakeholders' roles and responsibilities, which helps ensure that everyone knows what is expected of them.
  • Improve communication by serving as a communication tool that helps ensure everyone is on the same page and clearly understands each aspect of the project.
  • Provides a framework for decision-making throughout the project’s lifecycle, which ensures that decisions align with the project’s goals, objectives, and scope.
  • Increases the likelihood of project success. It ensures the project is completed successfully, on time, and within budget.

Be clear on the purpose of the team charter. Is it to improve communications, establish team guidelines or set expectations? Gaining a clear understanding of the purpose can inform and help guide the creation of the project charter.

Members of the team

Get to know who will be part of the team. This is important to ensure that all key stakeholders are included when creating the team charter.

Team dynamics

Understanding the team dynamics, including any conflicts or tensions. Addressing these issues ahead of time can help to improve team performance.

Project goals and scope

Have a clear understanding of the project goals, objectives, and scope. The project charter should be aligned with these goals and objectives, while the project scope should have the deliverables and the timeline. Establish guidelines as to how the team will work within the scope.


Establish guidelines for communication within the team, including how often the team will meet, how the progress will be reported, and how conflicts will be resolved.


Make sure to establish guidelines for decision-making within the team as well. Include how decisions will be made, who will be responsible for making them, etc.

Metrics and evaluation

Determine the metrics for measuring the team’s progress and success. This should include identifying key performance indicators (KPIs) and establishing a process for evaluating the team’s performance.

Here we’ll look into how to create a project charter while identifying its key elements. To create a project charter, follow the below steps.

  • Identify the project vision
  • Identify the stakeholders and the customers
  • Create an organizational chart
  • Define project milestones
  • Create a resource plan
  • Set the budget for the project
  • List down the dependencies, constraints, and risks
  • Lay out the implementation plan

Let’s take a look at each of the above steps in detail.

1. Identify the Project Vision

The vision of the project is expressed through its end goal and its purpose. It can be divided into,

Scope: Explain the boundaries of the project in terms of project goals, deliverables, costs, deadlines and the work to be done. Defining the project scope early in the project lifecycle is important as it will impact the project cost and the schedule.

Objectives: When setting objectives, make sure that they adhere to the SMART criteria, or in other words that they are specific, measurable, attainable, realistic, and timely.  Taking into consideration the overall goals of the organization, set about 5 objectives to be accomplished by the end of the project.

Deliverables: List down the deliverables that will be produced at the end of each successful accomplishment of an objective.

2. Identify the Stakeholders and the Customers

Stakeholders are the individuals who have a key stake or interest in the successful completion of the project. They could be within or outside of the company and include those who fund your project as well as the team members and clients.

You can use a stakeholder map like the one below to categorize the stakeholder and make the information at your hand more presentable and easy-to-understand.

Stakeholder Map

3. Create an Organizational Chart

Now that you have identified the project team, clarify their responsibilities.

Use an org chart to list down their names, roles, and responsibilities. At the same time, you can highlight the reporting relationships among the member with the help of connecting lines.

Organizational Chart Template

4. Define Project Milestones

Milestones represent important events within the project lifecycle and include the start and end dates of the project, the successful completion of key deliverables, etc.

Project Schedule Template

5. Create a Resource Plan

List down all the resources that you need for the project; equipment, machines, people, materials, etc. This can help you when allocating your budget.  

6. Set the Budget for the Project

List down the expenses your organization will have to bear in order to carry out the plan. As these expenses may change during the project, you can make rough estimations. Also, note down the person who will be responsible for authorizing the approval of the expenditure.

7. List Down the Dependencies, Constraints, and Risks

Dependencies:   Identify and list down project dependencies, or the activities that will have an impact on the initiation or the completion of another task.

Constraints: Figure out the factors that would hinder the progression of the project outcomes. For example, lack of resources or time.

Risks: Risks could occur during any stage of the project lifecycle. It’s important that you identify these beforehand and have taken precautions. Here are some great risk management techniques that would come in handy here.

8. Lay Out the Implementation Plan

This is where you will put together an action plan , highlighting the key dates or milestones.

Action Plan Template

Visualize Your Project Charter

Usually, a project charter spans for 5-6 pages. This is one of the major reasons why they get overlooked in the project management process. An easier way to write a project charter that everyone can quickly read and understand, with minimal effort is through visualization.

Project charters that incorporate graphic elements like the ones below help you bring together all project charter elements onto one page. They are easy-to-read and visually pleasing.

The following are a few examples of how you can visualize your project charters. You can edit them online to add or remove elements and customize them based on your project’s needs. Download them as SVGs or as images to add to presentations, websites, company wikis, documents, etc.

Project Charter Template

The project charter is a high-level initiation document that consists of no more than two pages. It lists down the project objectives, scope, vision, team and their responsibilities and stakeholders.

Project plan on the other hand, is a detailed document that describes how to accomplish the project objectives. It elucidates the project deliverables, action plan, the required resources and milestones.

What Are Your Thoughts on the Guide?

Throughout the project lifecycle, the project charter plays an essential role in keeping things on track. In this guide, we have covered what is a project charter, how to create one along with some editable project charter templates.

Any best practices you follow when creating a project charter? Do share them with our readers in the comments section below.

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FAQs About the Project Charter

  • Not involving key stakeholders when creating the project charter
  • Being too vague or too detailed
  • Failing to clearly define the project objectives and scope
  • Not establishing clear roles and responsibilities
  • Not considering risks and constraints

More Related Articles

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Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.


How to write a project charter

Project Charter word cloud

A good project charter can decide whether the project even gets started. It gives authorization for the project to become active, so the project manager needs it before they can access resources. Here’s everything you need to know to make the perfect project charter.

Project charter definition

A project charter sets out the scope, objectives, and people involved in the project. This formal document uses all that information to authorize the project. So the charter lets the project manager use organizational and outsourced resources to complete the project.

Can a project charter be changed?

Like any project document, the charter can be amended and updated. Sometimes, it’s even necessary to meet the project objective and Statement of Work.

The project initiator, sponsor, or Change Control Board has to approve changes. Before the project manager proposes changes to the charter, they need to consider the effect on these:

How to make a project charter

Use these headers to build your charter so it covers all the essential elements:

Introduction – explains the project’s purpose. Includes the project name, a brief description, and the formal authorization.

Project business case, goals and scope – sets out the scope of the project and any unique characteristics.

Success criteria – the critical factors that determine the project’s success. This is a list of deliverables expected on project completion.

Deliverables – more detailed primary project requirements or key deliverables.

Budget – the cost estimate for the project, including information about who can approve expenses, both from the allocated budget. Includes any additional spending the project may require.

Schedule/milestones – a comprehensive schedule with project milestones, or stages, for measuring its progress and success.

Constraints and assumptions – detail the known and unknown parameters of the project.

Summary of risks – summarize any potential or real major threats to the success of the project.

Team and organization – list the people and stakeholders who will work on the project (the project team). Outline their roles and who is appointed the project manager. An organization chart is a good way to show the project team framework.

Approvals – finally, set aside a section for the project’s sponsor/client and stakeholders to record their approval (or disapproval) of the project charter document.

How to present a project charter

It’s important to present the project charter properly to guarantee project approval. Just attaching a PDF or slideshow to an email isn’t really sufficient, but you can do this after a formal presentation.

Create a slideshow and present your project charter to the sponsor, client, or stakeholders in a meeting. Give them time to ask questions. It’s a good idea to include team leads and some team members in the presentation. Here are some presentation tips:

  • Be prepared to adjust your presentation style according to your audience, and tailor it to fit.
  • Pass out 1-2 page printout summaries of the presentation
  • Analyse your audience – who are the primary and technical decision makers? What are their preferences? How do they feel about the project?
  • Expect people to ask questions and talk during the presentation, and be prepared to answer questions prior to the conclusion.
  • Make eye contact with your audience and adopt an open body language style, but avoid extravagant body and hand movements.
  • Avoid reading your presentation from notes in your hand.

Project charter example

project charter staff assignments

How to write a project charter

how to write a project charter cover photo

How do you invest limited time and resources into the right projects? And how do you frame a project to focus on the right priorities? When only two-thirds of projects succeed within budget, you need a way to answer these questions and set yourself up for success. Writing a project charter is a great place to start.

Project charters are documents written at the beginning of a project, outlining the project’s goals and tying your initiative into wider business strategies. By learning how to write a project charter, you can align each member of your team to deliver ground-breaking projects .

What is a project charter?

A project charter is a short document explaining a project and its goals. Consider it an overview for stakeholders and teams involved in a project. By describing a project’s core elements and goals, your charter sets a foundation on which you can build your plan.

what is a project charter definition

What is the purpose of a project charter?

Project charters help align stakeholders, managers, and teams before starting a project. Your charter helps gauge whether a project is achievable, fits with company goals, and meets resource requirements. Specifically, project charters can help with:

  • Project authorization: Your charter persuades stakeholders and investors by illustrating how a project is worth your team’s time and resources.
  • Guiding operations: Teams refer to charters throughout a project lifecycle. It can serve as a roadmap and remind teams about their core priorities.
  • Aligning teams: Different departments rely on charters to understand their relationship to a project. Marketing, sales, design, and finance teams use charters as a shared lens to understand their role in a project.

Project charter vs. project plan: What’s the difference?

A project charter is overarching, while project plans focus more on a project's minutiae and step-by-step processes. Project plans emphasize milestones, timelines, and metrics for success. If project charters outline an initiative’s vision, project plans explain how you'll execute them. A project charter often informs a project plan.

Other similar documents include:

  • Project briefs are a more concise version of the charter written after project approval. It provides the same basic context and summarizes why a project is worthwhile.
  • Business cases outline the risks and benefits of investing in a project. You tend to see them when making large initiatives or introducing new products and services. Business cases typically involve more financial data than project charters.
  • Statements of work note what is and isn’t included in a project and its deliverables. They can also include acceptance criteria and project assumptions.

A project charter should describe your overall objectives and how you plan to meet them. Treat the process like taking an inventory where you compile all the details about your project. Here are eight steps to get you started.

steps to writing a project charter

1. Outline basic project information

Begin your charter by giving readers the big picture. The charter should note basic information about the project, your teams, and the people involved. Specifically, you want to include the names of the managers and stakeholders overseeing your project. Adding a last revision date also gives context when teams see changes in the document.

2. Identify goals and objectives

Charters explain your project's goals and objectives and why they're important. You can think of goals as broad, long-term aims, and objectives as measurable, short-term steps on the way to your goal. If you can explain how objectives feed into your goals, stakeholders can better understand how your project will proceed.

3. Clarify your deliverables

Describe the product or service that will come from your project. Deliverables can range in scope, from small UI changes to launching a new product. When outlining your deliverables, explain how the user will interact with them and the factors you considered as you scoped your deliverables. If possible, include metrics highlighting your deliverable’s quality.

4. Consider project scope and risks

A project’s scope defines the rigid boundaries around your project that enable you to hone in on specific goals. Stakeholders can help your team members clarify their goals and better understand the intended deliverable.

You also want to note potential risks in a project charter. So, if a website redesign runs the risk of going over budget, include that in the charter. This way, stakeholders can weigh the potential risks against the benefits. If you decide to move forward, write up contingency plans to help mitigate these risks.

5. Assign team roles and responsibilities

Project charters list the team members who will work on the new initiative. At a minimum, the charter should outline participants' names and job titles. You should also lay out the teams responsible for each part of the project, the tasks each member will complete, and the project manager they can turn to for support.

6. Set a budget and timeline

When setting the budget, consider where you’ll draw funds for the project and the resources needed to complete it.

Similar to the budget, your project timeline includes multiple dates for milestones and reviews. While you can simply note an end date for small projects, larger ones should include milestones with check-ins along the way. Explain what you'll achieve at every project stage so stakeholders can measure your progress.

7. Align with key stakeholders

Before wrapping up the charter, ensure it aligns with stakeholder expectations. One of your top priorities is convincing stakeholders the project will return on its investment. You can do that by pointing out project assumptions and writing success criteria.

Project assumptions consist of details you believe are true in the planning phase. While they won’t all hold up, they provide a baseline on which you can build your charter. Your success criteria define the standards you’ll use to measure a project's outcome and the value it brings. Aligning assumptions and success criteria helps establish clear project parameters with stakeholders.

8. Kick off your project

Once you align on success criteria, it’s time to dive in. Schedule a project kickoff meeting with your team to review goals and responsibilities and ensure everyone is on the same page. You can also share resources and schedule project check-ins related to milestones.

To help your team stay organized at the beginning of a project, use the Figma project kickoff template .

Try this free project charter template

Want to make a charter with visual flair? Get started with FigJam's free template today.

Project charter best practices

Creating a first project charter often requires time and practice to get it right. Here are some best practices for writing your charter document to speed up the process.

project charter best practices

Focus on the main project charter elements

When writing a project charter, ask yourself "who," "what," and "why" questions. While your project exists on paper, think through your deliverable's eventual value. You can get to the heart of why your project matters by asking:

  • Who do you need to agree with on this project’s direction?
  • What is the core value proposition of the project?
  • Why should this project get approved?

Answering these core questions helps you anchor the project and explain its importance to stakeholders.

Make it visual

Visualizing your project can help persuade stakeholders. While you need to lay out the finer points in detail, design elements and images can illustrate those points. Include diagrams and flowcharts to help visualize milestones or break down complex workflows.

Encourage collaboration

Writing a project charter should always involve collaboration. Your stakeholders, managers, and teams all bring unique insight to the table. Combining their perspectives can help develop a shared vision of the project. Breaking down these silos early also enables smoother cooperation between teams later in the project.

Keep your charter clear, specific, and measurable

Charters need to explain a project’s value in clear terms . You can communicate a project's importance by keeping the document:

  • Clear: State the project's goals, success criteria, and value to stakeholders and how they map to company goals.
  • Specific: Describe the pain points your project solves or what particular benefits it offers.
  • Measurable: Identify key performance indicators (KPIs) that measure the success of your project.

Kick off your project planning with FigJam

Before you can start a project, you need to align internal teams with stakeholders and set a realistic budget and timeline. By writing a project charter, you can empower your team to do their best work by setting clear, attainable goals.

To get ahead on your next project, try Figma’s project charter template . With FigJam, you and your team can collaborate on a shared online whiteboard to exchange feedback, design solutions, and track progress.

Once you've created your project charter, explore our collection of strategic planning templates to help you and your team drive your project to completion.

Breaking Down the Elements of a Project Charter

By Kate Eby | May 16, 2022

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A project charter describes the broad details of a proposed project, including key information. We’ll explain what’s in the six main sections and who is responsible for each. 

We’ll cover the six main elements of a project charter and what each of those sections should include , as well as provide expert advice for pulling it together.

What Should Be Included in a Project Charter?

A project charter includes an overview, the scope, an approximate schedule, an outline of necessary resources, and an estimated budget. A project manager generally writes the charter. Project sponsors approve it. 

Nick Vashkevich

“As a rule, the project’s sponsors are responsible for creating the charter,” says Nick Vashkevich, the Head of Services at Akveo . “However, they usually delegate the duty to project managers who define objectives, create a roadmap, and distribute responsibilities within the team. It’s a good idea to show the final version to stakeholders and sponsors to assess the project’s budget resources. Additionally, the stakeholders will help specify the deliverables, goals, and success criteria for your project before you start.”

Typically, a project charter should answer questions such as the following:

  • What will this project accomplish?
  • How much time and money is the project expected to cost?
  • What are the benefits of project completion?
  • Who is in charge of the project?
  • What is the project’s priority level?

project charter staff assignments

“A good project charter is clear and contains adequate information that can propel the project forward. It should be simple enough that everyone can understand it,” says Will Cannon , the Founder of Signaturely .  

For more information about project charters and why you might need one, read our guide to project charters .

How Many Elements Are There in Project Charter?

A number of elements are included in a project charter. The sections vary by individual project and company needs. A charter generally includes a title, description, high-level estimate of necessary budget and resources, and who is responsible for the project.

Project charters may also include information such as communication and visibility plans , links to project dashboards, and shared resource spaces. They can also feature risk statements and assessments , relationships to other proposed or ongoing projects, return on investment (ROI) and sales forecast information, and future plans.

What Are the 6 Main Parts of a Project Charter?

The six main parts of a project charter are an overview, an outline of the project’s scope, an approximate schedule, a list of anticipated risks, an estimated budget, and a list of key stakeholders. 

  • Overview: Outline what the project entails and what it should accomplish. Identify dependencies on other projects. Be sure to include how you will measure its success.
  • Scope: Provide a summary of what’s within the project’s scope, and just as important, what is not.
  • Schedule: Build a rough schedule with estimates for milestones and deliverables. 
  • Risks: Highlight any anticipated risks or potential roadblocks.
  • Budget: Create a rough budget that lists the resources needed to complete the project.
  • Stakeholders: Make a list of key stakeholders, their titles, and basic contact information.

To learn more about how to piece these elements together, read our guide to writing a project charter.

What Are the Contents of a Project Charter?

A project charter should always include an overview, an outline of scope, an approximate schedule, a budget estimate, anticipated risks, and key stakeholders. Each of these sections should be brief, but as thorough as possible.

“Keep in mind a project charter is meant to provide a high-level overview of your project rather than a detailed breakdown. Only a few sentences should be required for each section,” says Cannon.

Project Overview

A project overview has a descriptive title, a summary of the problems the project will address, and how you’ll achieve it. Add any links to project dashboards and team portals for easy access to ongoing status.

Give your project a descriptive name. The title should provide a high-level description of the project’s goal. 

Next, write a brief project description that highlights its purpose, priority level, any major goals and milestones, and any dependencies on past or ongoing projects. You should also mention the specific project management methodologies you will use, such as Agile , Kanban , or Scrum . 

“Include information on how you will track task status, documentation, result delivery, system deployment rules, teamwork methodology, and meetings,” suggests Akveo’s Vashkevich. Read this guide for creating charters for projects using Agile methodologies to learn more about this practice.

The overview is a good place to leave links to any relevant project dashboards and team portals. The earlier you set these up, the quicker your team can start using them to their advantage and the easier it is for stakeholders to monitor the project’s progress.

Project Scope

State everything that is included in the project’s scope and, just as important, the things that are not. It is also important to define how you will measure your project’s success . 

“This section should also include points and criteria that indicate the project’s successful accomplishment,” says Vashkevich. 

These can be ROI projections, percent increases in sales, fixes to a known issue, or many other factors, depending on the type of project. This element is crucial; if you do not set terms for success, you cannot guarantee a move toward continuous improvement .

Estimated Project Schedule

A project schedule should reflect the time it will take your team to finish the work, not how long you want it to take. Now is the opportunity to build in extra time, so unforeseen emergencies don’t derail your project.

Andrew Dale

Use your team as a resource to determine how long it will take to complete project tasks. “Gather your work team and other stakeholders before creating a job breakdown structure. Although you are ultimately accountable for the work breakdown structure as the business owner, the workgroup is required to establish which tasks are critical, how they are linked, and how long each will take. The last thing you want is to plan on a vital action taking two days, only to have your team tell you later that it can't be done,” warns Andrew Dale, Technical Director at CloudTech24 .

Dale continues, “Alternatively, you may realize that what you thought was a week-long assignment can be completed in half the time with an innovative strategy you would never have discovered on your own. Involve stakeholders from outside the work team to gain their support and get the client or customer to sign off as well,”

Anticipated Risks

Describe any potential risks that the project may encounter. Risk assessment is critical in anticipating challenges and addressing them before they become insurmountable and ultimately make your project run behind schedule. 

To learn more about how to identify and avoid risks, read our guide to project risk management .

Estimated Project Budget

Prepare an estimated budget for your project from start to finish. Be sure to include estimates for physical project elements, labor time and cost, and any additional resources you may need. Your budget should always include room for unforeseen events and emergencies, which can increase project costs dramatically if they arise. 

“A project manager who underestimates the need for human resources, for example, can directly lead to cost overruns,” explains Dale. “In this example, if a project requires more labor than originally envisioned, or if a specialty or talent not found in the organization must be outsourced, the entire cost of the project may increase. Furthermore, if a project manager allocates tasks to employees that are unsuited for specific project stages, the work may take longer to complete, or the quality may be compromised and the procedures repeated by someone else, resulting in cost overruns for labor.”

List of Key Stakeholders

List all stakeholders with their roles and responsibilities. “A clear definition of goals, roles, and responsibilities eliminates confusion among the team and management,” says Vashkevich. 

Consider creating a communication plan , and providing a link to that information. Creating this plan at the project’s outset ensures that preferred contact frequency and communication style are available to everyone.

Once you complete the project charter, be sure to add a section for project approval by sponsors. “When the charter is written well, it assists executives in recognizing the project's business worth. They can reference the charter at any time to see how well the project fits within the company's overall strategy,” says Cannon.When you’re ready to create your own project charter, check out our free project charter template and guidelines .

Easily Share and Manage the Elements of a Project Charter with Smartsheet

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When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

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How to Make a Responsibility Assignment Matrix for a Project (Template Included)


The most important resource you’ll employ to deliver the project is people. They have to fit into the schedule and maintain the project budget. Defining what their roles and responsibilities are when executing tasks and delivering on the project goals is an important part of controlling the project.

How can you coordinate all the people who are involved in a project so they know what they’re doing and don’t block others from doing what they are assigned? Using a responsibility assignment matrix can help. An assignment matrix gives your project a team that gets things done.

What is a Responsibility Assignment Matrix in Project Management?

A responsibility assignment matrix (RAM) is a project management chart used to identify and define the various people and organizations and outline each of their roles in working on tasks or delivering a part of the project.

Project managers use an assignment matrix to clarify what cross-functional teams do within the boundaries of the project and its numerous processes. Sometimes a responsibility assignment matrix is required when responding to a request for proposal (RFP).

The responsibility assignment matrix can also be called a RACI matrix, which stands for responsible, accountable, consulted and informed.

  • Responsible: Notes who is responsible for executing the task, which is then assigned to them.
  • Accountable: Notes who has decision-making authority and how that power is delegated throughout the project team.
  • Consulted: Notes who is able to offer insight into the task, from team members to stakeholders.
  • Informed: Notes who is updated on what in terms of progress and performance, as well as when and how this information is disseminated.

This creates a map of connections between activities and project team members. Depending on the size of the project, there can be several assignment matrices used for various project levels.

Why Create a Responsibility Assignment Matrix?

The assignment matrix identifies what everyone on the team is responsible for, which means not only what their duties are, but how they participate in the project. Some will have defined tasks, others will offer help with work, while there are some who are designated as decision-makers. These groups all have an identity and function within the project to help guide it towards a successful end.

Clear communication leads to more efficient projects. An assignment matrix facilitates better communication between team members and provides transparency by creating a system to make sure everyone is updated and always on the same page. Belaboring communications can bog down a project with too many pointless meetings and confusing interactions in which people try to understand what they’re supposed to be doing. Using the responsibility assignment matrix helps, but having project management software that connects teams in real-time is ideal.

ProjectManager manages project information by allowing teams to attach files directly to tasks, and our unlimited file storage keeps important project documents at your fingertips anywhere, anytime. Commenting on tasks can save time and tagging others in the project team creates a communication process that avoids the pitfalls of redundancies or unnecessary meetings.

Gantt chart screenshot with a team collaboration pop up

When Should a Responsibility Assignment Matrix Be Created?

The responsibility assignment matrix would be created at the start of the project. You’d want to have everyone on the project team aware of where they stand in terms of their involvement before they start executing tasks.

As much as its use is a preventative measure, it can be used prescriptively. If you’re deep into the project and things are not moving as planned, there could be communication gridlock. If team members are not in the loop, or misconstrue what they’re supposed to be doing, using a responsibility assignment matrix might untie up those knots in the communication channel.

If there’s a problem with leadership overruling suggestions on how to advance the project and this is seen as a problem, it’s likely that the roles and responsibilities of the project team need refining. The responsibility assignment matrix defines who has authority to make decisions and using it or revisiting can determine if the right people are in that position.

In fact, any of the definitions might need reexamining at any phase in the project. Perhaps tasks are falling behind schedule. This could be because team members aren’t aware of what tasks they own. Anytime a delay occurs, returning to the assignment matrix is a good first step, even if you went through the process as you should during the planning stage of the project.

How to Create a Responsibility Assignment Matrix

The actual making of a responsibility assignment matrix is not as difficult as getting everyone on board with what their roles and responsibilities are.

Therefore, you want to include your team in the process, get their input and eventually buy-in without spending too much time and energy on the process. Follow these steps to make sure everyone is in agreement and you’ll have a successful responsibility assignment.

  • Identify all the participants involved in the project, from team members to stakeholders and everyone in between.
  • List all deliverables associated with the project. Use a work breakdown structure to make sure you don’t miss any.
  • Meet with team members on how to execute the tasks to create the deliverables. Every task needs to be discussed in terms of the team’s responsibility and authority.
  • Draft the responsibility assignment matrix using a table with the project tasks listed on the left-hand column. Across the top add the name of everyone in the project.
  • Where the tasks meet the project team member, assign whether they’re responsible, accountable, consulted or informed.
  • When completed, share the responsibility assignment matrix with the project team and stakeholders and hold a meeting if necessary to make sure everyone understands their part in the project. If you’re working in a shared space, print out a copy and post it.

Free Responsibility Assignment Matrix Template

Using a RACI template is a shortcut that sets up your team and the project for success. ProjectManager is more than an award-winning software that organizes tasks, teams and projects to streamline work and boost productivity, it’s also the online hub for all things project management.

Among the hundreds of blog posts, guidebooks and tutorial videos are dozens of free templates that can help you through every phase of your project’s life cycle. Using our free RACI template will help you guide all the project teams better, allowing them to know where they stand in relation to the project and what their level of responsibility and accountability is.

Use it at the start of the project to avoid delays and untangle any communicative knots that are preventing the project from progressing as planned. To keep your project on track, download our free RACI template and get a head start on building a workable responsibility assignment matrix.

RACI Matrix Template for Excel

Best Practices

Using our free RACI template is a good start, but you have to make sure you fill it in correctly. A responsibility assignment matrix is only as good as the effort put into creating it. Here are some best practices to apply when you’re in the process of building your assignment matrix.

  • Involve the team: They’re the ones who will be executing the work. You want their input and buy-in to avoid any costly mistakes or time-consuming questions about what wasn’t made clear at the beginning of the project.
  • Identify every single task: Identify all the tasks required to reach your final deliverable. Once you have that thorough list make sure that there is only one person on the team who is accountable.
  • Update your RACI regularly: Make sure that each new one is clearly marked as the most current version and is distributed to everyone on the team. There will be times when you’ll want to revisit the responsibility assignment matrix or changes in personnel will require an edit.
  • Share responsibility viably: One person shouldn’t have to shoulder the bulk of the responsibilities for the project and you want to give authority throughout the project team and not just among the very top management team.
  • Optimize tasks: Managers can use the RACI matrix to see if too many team members have been assigned to a task. Maybe these workers could be spread out for greater productivity. There could be too many people listed as consulted, which slows down the process. The assignment matrix is endlessly useful.

How ProjectManager Helps You Manage Projects Better

ProjectManager is a cloud-based tool that connects everyone in real-time to facilitate planning, monitoring and reporting on the project. It works to give everyone on the project team a job and the knowledge as to where they have authority and when to consult others, as well as defining the reporting process.

Let’s look at the people who are responsible, for example, the team who execute the project. Once invited into the software, you can share the project plan, assign them tasks, add detailed direction, add a deadline and tag for priority and more. The teams can then collaborate by attaching files and images to the tasks and commenting in real-time to work better together.

A screenshot of the Team collaboration user interface in ProjectManager

Those who need to stay informed of the project can do so by also getting invited into the project and sharing plans and schedules with them. Stakeholders can stay updated with reporting features that can generate reports on project variance, cost, time and more with one click. Then share them as a PDF. Reports can even be quickly filtered to zero in on the data stakeholders are interested in.

a screenshot of the status report generation screen in ProjectManager

The responsibility assignment matrix can help you reallocate your resources when things aren’t progressing as planned. Use our software to get further insight. The resource management features include a workload chart that’s color-coded so it’s easy to see who has too many tasks and who can take on more work. Then you can simply reallocate those resources from the workload page to help your team work more productively.

color-coded workload chart

ProjectManager gets you organized, keeps your team focused on their tasks and stakeholders in the loop. Gain efficiencies throughout every aspect of your project’s life cycle with an online Gantt chart to schedule work and kanban boards, a visual workflow feature that provides transparency into production. All that and it’s on a collaborative platform to keep everyone connected. Try ProjectManager today for free.

Click here to browse ProjectManager's free templates

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project charter staff assignments

How to Create a Team Charter (Templates & Samples Included)

Fahad Usmani, PMP

December 29, 2023

team charter

A bonded and connected team performs with better efficiency and is more productive.

A productive team is motivated, dedicated, and transparent. A project manager has many tools to ensure the team is productive, including the “ Team Charter .”

Team charter helps the project manager build a robust, motivated, high-performing team with a shared understanding.

Let’s get into the details.

What is a Team Charter?

A team charter is a project management document that provides the team’s working principles. It ensures that the team works collaboratively and creates a positive working environment so all members will feel motivated and perform at their best.

It is a formal agreement outlining a team’s purpose, goals, roles, responsibilities, and operating guidelines. You can create it at the beginning of a team’s formation to provide a clear understanding of the project’s mission and objectives.

The team charter outlines why the team has been brought together, what they are supposed to accomplish, and the resources and constraints in which they will work. It is a tool for aligning team members, promoting communication, and ensuring everyone is on the same page regarding their purpose.

Team charter can also include the ground rules establishing rules to interact and respect boundaries.

By providing clear guidelines, the team charter sets a model for team members to follow and creates a positive and engaging environment.

The format, structure, and level of detail in the project charter depend on the organization and the team. Some organizations have detailed team charters, and others have a few lines of charter with key elements.

If unavailable, you can use your organization’s team charter or create your own from scratch.

What is Included in a Team Charter?

A team charter can include many elements to outline a team’s purpose, goals, roles, and operating guidelines. 

Some common elements of a project charter are: 

  • Team Name: This provides a name with which to identify the team.
  • Mission Statement: This defines the purpose and reason for the team’s existence.
  • Vision Statement: This describes the desired future state or long-term goals that the team aims to achieve.
  • Objectives and Goals: These outline specific, measurable targets that the team intends to accomplish.
  • Scope and Boundaries: These define the limits and boundaries of the team’s authority and responsibilities.
  • Roles and Responsibilities: These outline the team members’ roles and responsibilities.
  • Stakeholders: These are key internal and external stakeholders and those interested in the team’s activities.
  • Decision-Making Processes: These describe how decisions will be made within the team (e.g., the method for reaching a consensus or resolving conflicts ).
  • Communication Plan: This outlines communication within the team and specifies preferred channels, frequency, and key contact points.
  • Meeting Guidelines: These establish rules and expectations for conducting team meetings (e.g., frequency, duration, and agenda-setting).
  • Conflict Resolution: This defines procedures for identifying, addressing, and resolving conflicts among team members.
  • Recognition and Rewards: These specify how team members will be recognized and rewarded for their contributions and achievements.
  • Monitoring and Evaluation: This describes how the team’s performance will be monitored and evaluated (e.g., success criteria).

Sometimes, ground rules are also a part of the team charter, but it is recommended to have them separately to put more emphasis.

What is the Importance of Team Charters?

The team charter is important for the following reasons:

It Gives Team Members Responsibility

The team charter is jointly created or distributed to every team member to go through and understand it. It helps get team members’ buy-in, and they will know their roles and responsibilities and perform well.

A team charter brings all stakeholders together by making them work in the same direction.

Improves Clarity and Motivates Team Members

By clarifying the roles and responsibilities, the team charter removes the ambiguity in schedule and task assignments, which motivates the team members to perform well.

All team members know their roles, project objectives , and long-term organizational goals, which motivates team members.

Builds a Robust Team

The team charter clarifies the roles and responsibilities, motivates team members, and ensures the team cooperates to achieve project objectives. It helps build a cohesive, connected, and robust team that performs efficiently.

How to Create a Team Charter

Creating a team charter is crucial in establishing a clear direction, purpose, and expectations for a team.

You can follow the following five-step guidelines to create your team charter:

Step 1: Define the Purpose and Goals

Define the team’s purpose and goals.

To do so, you can answer the following questions:

  • Why does the team exist?
  • What is the team trying to achieve?
  • What are the key objectives and deliverables?

Step 2: Identify Team Members and Roles

List the team members and define their roles and responsibilities. Include each member’s expertise, skills, and contributions. This section helps establish accountability and ensures that everyone understands their role in achieving the team’s goals.

Step 3: Establish Team Norms and Values

Define the values and norms guiding the team’s behavior and interactions.

This may include:

  • Communication Guidelines: How and when will the team communicate? Which tools will be used to do so?
  • Decision-Making Processes: How will decisions be made within the team? Will it be by consensus, voting, or another method?
  • Conflict Resolution: Outline a process for resolving conflicts constructively.
  • Meeting Protocols: Specify how meetings will be conducted (e.g., frequency, agenda creation, and participation expectations).

Step 4: Set Performance Metrics and Milestones

Establish measurable performance metrics and milestones that will be used to track the team’s progress.

This could include:

  • Key Performance Indicators (KPIs): Identify KPIs and specific metrics that will gauge the team’s success.
  • Milestones: Break larger goals into smaller, achievable milestones with deadlines.
  • Evaluation Criteria: Define how the team’s success will be assessed via individual and collective performance.

Step 5: Review and Revise

A team charter is a living document that should be revisited and revised periodically. Schedule regular reviews to ensure that the team charter remains relevant and effective. As the team evolves or faces new challenges, updates to the charter may be necessary to reflect changing priorities, goals, or team dynamics.

Tips for Creating the Project Charter

  • Collaborative Creation: Involve all team members in creating the charter to ensure collective ownership and commitment.
  • Clear Communication: Communicate the team charter to all members and ensure that everyone understands and agrees to its content.
  • Accessibility: Keep the team charter easily accessible to all team members. Consider sharing it on a collaborative platform or in a shared document.

The team charter provides guidance and promotes a sense of unity and shared purpose among team members. Regularly revisiting and updating the charter helps the team stay aligned and adaptable to changes.

Team Charter Template

1. project overview:.

  • Project Name: Your Project Name
  • Project Purpose/Objective: Briefly describe the project’s purpose and objectives.

2. Team Members and Roles:

3. team norms and values:.

  • Regular team meetings will be held every (frequency) to discuss progress and address concerns.
  • All team members will use (communication tools) for project-related communication.
  • Decisions will be made through a (consensus/voting/other) approach, depending on the nature of the decision. (Specify any specific decision-making protocols.)
  • Conflicts will be addressed openly and constructively, following the (conflict-resolution process outlined in the team charter).
  • Agendas will be distributed (X days) before each meeting.
  • Meetings will start and end on time to respect everyone’s schedules.

4. Performance Metrics and Milestones:

  • (Specify KPI 1)
  • (Specify KPI 2)
  • KPIs will be tracked and reported on a (frequency) basis.
  • (Specify Milestone 1 and deadline)
  • (Specify Milestone 2 and deadline)

5. Health, Safety, and Environmental Guidelines:

  • The project will adhere to all relevant health, safety, and environmental regulations and standards.
  • Regular safety audits will be conducted to identify and address potential hazards.

6. Review and Revision:

  • If necessary, the team charter will be reviewed and revised every (X months).
  • The team will discuss and agree upon any proposed changes to the charter.

Team Charter Example

Gas Pipeline Construction Project Team Charter

1. Project Overview: 

The Gas PipelineX project aims to construct a 100-mile natural gas pipeline connecting locations one to 2. The project’s primary objective is to ensure the pipeline’s completion within the specified timeline while adhering to safety, environmental, and regulatory standards.

  • Bill Johnson (Project Manager): Responsible for project planning, coordination, and oversight
  • Bob Smith (Civil Engineer): Tasked with pipeline design, structural engineering, and ensuring that construction aligns with specifications
  • Tony Williams (Environmental Specialist): Manages environmental impact assessments, thus ensuring compliance with regulations.
  • David Turner (Safety Officer): Focuses on safety regulations, risk assessment , and mitigation strategies
  • Weekly team meetings every Monday morning to discuss progress and address concerns
  • Use Slack for daily updates and quick communication, with email reserved for formal documentation.
  • Major decisions are made through team consensus; in the event of a tie, the Project Manager holds the final decision-making authority.
  • An open-door policy for grievances, with conflicts resolved through mediation facilitated by the Project Manager
  • Escalation of unresolved issues to senior management if necessary
  • Agendas are distributed 48 hours before meetings.
  • Meetings start and end on time, with a rotating meeting chair to ensure diverse leadership opportunities.
  • Safety incident rate per 1000 work hours
  • Progress against the project timeline
  • Adherence to the budget
  • Complete pipeline design and gain approval by (date).
  • Commence construction by (date).
  • Achieve 25%, 50%, 75%, and 100% completion of pipeline installation by specified dates.
  • Adherence to OSHA regulations and industry safety standards
  • Regular safety drills and training sessions for all team members
  • Commitment to minimizing environmental impact through responsible construction practices
  • Quarterly reviews of the team charter during team meetings
  • The team will discuss and agree upon any proposed changes, thus ensuring the charter’s ongoing relevance and effectiveness.

Team Charter Vs Ground Rules

A team charter and ground rules are vital for effective teamwork. Each serves a different purpose in promoting collaboration and guiding team behavior.

A team charter outlines the team’s purpose, goals, roles, norms, and performance metrics. It is like a roadmap, defining the team’s mission, objectives, and team members’ roles and responsibilities. The team charter sets the foundation for collaboration by aligning team members with common objectives and providing a reference point for decision-making.

Ground rules govern the day-to-day interactions and behaviors within the team. Unlike a team charter, ground rules focus more on practical aspects of teamwork, such as communication protocols, meeting etiquette, and conflict resolution strategies. Ground rules provide a framework for a respectful and efficient team environment, helping promote a positive team culture.

While a team charter establishes the overall direction and purpose of the team, ground rules address the practical and interpersonal aspects of teamwork, ensuring that team members collaborate effectively and harmoniously. Both are critical for creating a cohesive and high-performing team.

Team Charter Vs Project Charter

A team charter and a project charter are distinct documents that serve different purposes.

A project charter starts the project, assigns the project, and gives the authority to manage the project. The project sponsor signs it or someone from the top management. The project charter includes key project details such as timelines, budget constraints, and high-level milestones.

While a team charter focuses on the internal dynamics and collaboration of a specific team, a project charter is an authoritative document that authorizes and outlines the parameters of a project, setting the stage for its successful initiation and completion.

Team Charter Vs Organizational Charter

A team charter and an organizational charter are distinct documents that serve different functions within the teamwork and organizational structure.

An organizational charter is a foundational document that defines an organization’s broader structure and principles. It outlines the organization’s purpose, values, governance structure, and key policies. The organizational charter provides a high-level framework for decision-making, governance, and strategic direction across all teams and departments.

A team charter focuses on the internal dynamics and collaboration within a specific team, whereas an organizational charter serves as a foundational document that establishes the organization’s overarching principles, structure, and governance.

A team charter is the cornerstone of teamwork. It provides a roadmap for collaboration by outlining the team’s purpose, goals, roles, norms, and performance metrics. It is a guiding document that fosters a shared understanding among team members, aligns efforts with common objectives, and establishes a decision-making and conflict-resolution framework.

project charter staff assignments

I am Mohammad Fahad Usmani, B.E. PMP, PMI-RMP. I have been blogging on project management topics since 2011. To date, thousands of professionals have passed the PMP exam using my resources.

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Project staff assignments

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Project staff assignments are created by ( outputs from) the PMI process to acquire project team when staff is assigned to the project . Related documents may be a team directory, listing, or organization chart . As new people join, there onboarding activities such as sending out a memo introducing the new staff and their roles . Then the assignments are used as input to the develop project team , manage project team , and develop schedule processes.

The project staff assignments are described in section of the PMBOK 5th edition.

Related: Resource calendars , Project management plan updates, project staff

  • 1 Staff acquisition
  • 2 Statement of work

Project Charter

The Project Charter is a formal document to authorize the project and give the project manager the authority to spend the project budget. It is required for UIT-managed projects. The Project Charter defines the project's business case, scope, goals, metrics of project success, major milestones, high-level risks, and identified key stakeholders and the project team members including the roles and responsibilities of each.

The UIT Practice Area Director and/or UIT Project Manager typically drive the charter process, being sure to get input from all stakeholders during the elicitation and review process. Note: For all P2P and Core Financials projects, FMS will drive step 5, not the UIT Project Manager.

1 Step 1: Elicit

Gather project charter details and update the following sections in the Project Charter template:

  • Section 1: Problem Statement, to be completed by business
  • Section 2: Solution section, to be completed by UIT
  • Remaining sections: to be completed in collaboration

2 Step 2: Analyze

Analyze all inputs and make sure the impacts listed below have been taken into consideration while preparing the charter. The points below are not intended to be a replacement for the Business Requirements Document, but rather a mental checklist for the charter so that you have included all the right stakeholders and, at a high level, have touched upon all the usual topics of our projects.

  • Business process improvements
  • Reporting and BI
  • Authority and security
  • Interfaces or impacts to other systems and departments
  • Infrastructure and environment needs
  • Outside vendor needs
  • Integration with outside systems, such as systems outside of UIT or Stanford
  • Campus readiness
  • Expected support impacts
  • Baseline data, if it exists and is not part of the charter itself

3 Step 3: Document

Draft the detailed charter, also known as Funding Project Charter. Make sure all financials foot, i.e., totals add up correctly and Excel formula ranges are accurate. Keep detailed back-up data such as spreadsheets.

4a Step 4a: Tier 1 Review, Core Team Managers

Route charter to UIT and business for feedback. Allow a minimum of one week for this review; 24-hour notice is unacceptable! Primary driver/coordinator for review is the Project Manager.

List of UIT Functional areas to route to:

  • Practice Area Director
  • Practice Area Director(s) of other areas where impacts are cited
  • Project Manager
  • PMO, for tracking purposes

List of business functional areas to route to:

  • Core stakeholders of sponsoring department
  • Business owner(s)
  • Supporting or impacted business owner(s) such as FMCS, OSR, etc.

Incorporate feedback before routing to next step.

4b Step 4b: Tier 2 Review, Business Client and UIT Executives

Route charter to UIT and business stakeholder management for feedback. Primary driver/coordinator for review is the Project Manager.

Management to route to:

  • Applicable UIT AVP(s)
  • Business Client Executive(s) as applicable

5 Step 5: Present for CFO Approval

For SGG and Business Affairs Initiatives Projects Only: After everyone has provided their input and the charter version is final, schedule a meeting with Randy Livingston via his assistant, Ruby Stanfield . Be sure Noel Hirst and Shachi Chopra (or other assigned UIT Financial Analyst) are invited. Route charter to the CFO in advance of presentation.

Attendees of the presentation:

  • Project manager
  • UIT Director in whose practice area the project is being run
  • Affected UIT AVP(s)
  • Business Owner or Sponsor
  • Business Client Executive

The Project Manager may start the presentation, but the Business Owner typically does the bulk of the talking. Be sure you have practiced the presentation ahead of time and primary speakers know what they need to say. Anticipate questions such as ROI (return-on-investment), metrics showing value and support for the project, solid business problem and solution, number of users impacted or affected by the project, streamlining of process that may be achieved by project, etc. Be sure to bring the resource plan to the presentation.

6 Step 6: File

Once the charter has been fully signed off, upload the final document to the "UIT PMO Project Financials" Google Team Drive . Do not post copies of the charter with financials anywhere else, due to the sometimes sensitive nature of that section. If you need to post a copy of the charter somewhere more accessible for your project team, post a copy with redacted financial data on your project's Google Team Drive.

Section 2: Background

This section is typically written by the Business Owner/Business SME/Staff.

2.1: Current Situation & Problem Statement

"Current Situation" means the current state of a business process, system, or both. It provides background and context in support of the Problem Statement.

Questions to Answer:

  • What is the current business and/or system process?
  • Who are the parties involved in the current process?
  • What are the pain points and drivers for action?
  • Are there and compliance, security, or other risks that might be mitigated?

"Problem Statement" means the problem that the proposed project seeks to solve.

  • What is the problem that requires an automated solution, i.e., purpose of project?
  • Why is this problem a priority for consideration? Include connections to strategic or technology directions and/or roadmap.
  • Which service or services would this project support?
  • How does the project contribute to increased strategic value for the university?

2.2: Effects of Not Doing This Project

Use clear, business-centric language to articulate the effect(s). It is helpful to look at the KPIs and reverse the information.

  • What manual procedures and business processes would remain? If you can quantify this with metrics, the argument will be more powerful.
  • How would employee effectiveness or productivity be reduced?

Section 3: Goals and Objectives

This section is written by typically written by the Business Owner/Business SME/Staff with input from UIT.

These should be SMART goals or objectives i.e. Specific, Measurable, Achievable, Relevant, Time Bound or KPI’s, Key Performance Indicators, that allow the University to measure the operational efficiency, improved accuracy and/or effectiveness because of this project. The Business owners should review the goals to help determine how to measure KPI’s. An example is, “Decrease Average Turnaround Time per Invoice from 30 days to two weeks by EOY 2010.” The KPI is “Decrease Turnaround Time per Invoice.” If KPI’s cannot be defined then a list of success factors and/or benefits should be described in this section. This will be the list of measures that can be evaluated at project completion to determine if the project value was realized.

Section 4: Approach

This section is typically written jointly by the Business Owner/Business SME/Staff plus UIT.

4.1: Solution Overview & Impact to Community

This subsection should address the improved operations, efficiencies, cost savings and/or changes that will result from the proposed project as well as the high-level solution. This section will help to alert Central Businesses and Distributed Users as to the extent and kinds of changes that will take place and should foster an understanding of upcoming change management necessary. Make reference to findings that resulted from the execution of a Discovery/Assessment if applicable. Please be as specific as possible with respect to identification of the impacted user groups and the timing and nature of the change to their processes. This subsection should be written last, or at least after you know more about the solution. It is recommended that you include a context diagram, as this will be helpful for understanding the solution in context. Some examples appear below.

Questions to Answer regarding "Solution Overview":

  • Will the project be organized into phases? If so, this section should identify which phase the project refers to.
  • Are there special technology considerations (custom versus off-the-shelf, commercial versus open source, SaaS, etc.)? If so, briefly identify what these are.

Questions to Answer regarding "Impact to Community":

  • What group or department is impacted by automated solution? Characterize their functional role: DFAs, faculty, PIs, etc.
  • Who benefits from the investment?
  • What manual procedures or processes would go away and be replaced by this solution?
  • What training and campus outreach (email, websites, etc.) would be required, and what how frequent would communications be?

4.2: Impacts on or Touch Points with Other Systems

This section should identify the integrations with other systems inside and outside of UIT. Be sure to address impacts on upstream and/or downstream systems, identify whether an integration needs to be built or whether the impacted system is indirectly impacted. This section is important to complete as it may also affect other staff resources who may not be called out explicitly on the project.

  • Is the impact intrusive (requires changes in impacted system) or not?
  • Does the team supporting the system know about this solution and its potential impact?
  • Does a custom integration need to be built? What is the anticipated frequency of when the integration will run? Is it live, on-demand, or scheduled?
  • Will a new job have to be created? Will it fit in the desired processing window, i.e., is there enough time or will other jobs have to "move around" to accommodate the new job?
  • Will the new solution be created in the same database as an existing system?
  • How will database refresh schedules impact the new solution?
  • Is there a supporting environment impact: DEV, INT, UAT?

Section 5: Scope & Deliverables

This subsection should clearly define the scope of the solution. You may want to list In-Scope, Out-of-Scope items in a table or list, by category/functionality, if it helps with reader understanding. Watch out for too much detail; this document is not a Business Requirements Document (BRD). Only list In-Scope features that you have confidence can be delivered, as this section acts as a contractual punch list of items. Out-of-Scope is one of the most important things to include in a charter because it clearly lists what the solution will not do. Items that are defined here may arise as "Change Requests" later.

For "In-Scope," include features as follows:

  • Front-end features in the user interface
  • Jobs and their frequency (live, nightly, weekly, monthly, annually)
  • New business procedures
  • Backlog of enhancements (assuming that this charter represents an addition to an existing system)
  • What are key features?

"Out-of-Scope" commonly includes but is not limited to:

  • Items that are part of another charter or phase
  • Reports that will be delivered later
  • Interactions or other functionality that cannot be completed until the system has stabilized
  • Mobile application support (e.g. iOS, Android)
  • Stanford non-supported web browsers or platforms
  • What will the solution not address or do, as planned by the charter document?

5.2: Deliverables

There are two types of deliverables: solution-based (functionality) and project (project plan, BRD, technical specs, etc.). This subsection refers to project deliverables. Listed below are a super set of deliverables from the standard Software Development Life Cycle (SDLC). For the project charter, choose those that are relevant to your project; do not attempt to include all deliverables from the list below in you charter. Focus on the most important and relevant ones.

5.3: Estimated Timeline

This subsection should provide a rationale or reason for the timeline, such as meeting compliance deadlines, award deadlines, staff availability, budget constraints, etc. It should also include dates and events in which delivery cannot be completed such as year-end, commencement, etc. Present just enough for the reader to get a sense of how the project will unfold; do no provide too much detail. This high-level schedule will act as a guide for the WBS. Example timelines are provided below.

  • Does the overall time frame seem reasonable given the scope? If no, why not?
  • Is there enough time for planning, requirements, and design given the scope?
  • Is there enough time for testing given the timeline for development? Does the ration of effort seem reasonable?
  • Are phases overlapping too much? If so, why?
  • Are cut-offs (exit criteria) clearly identified and doable?
  • Is there enough time for the back-end activities of testing, UAT, and campus readiness?
  • Can everything be delivered given the scope and resources that have been identified in the charter?

Example Project Schedule 1

Section 6: Project Team Organization

Create an org chart and paste the image into the project charter document. Some samples appear below.

6.1: Roles & Responsibilities

This subsection outlines all team members' roles and responsibilities on the project. A sample set of roles and general responsibilities will soon be available on the PMO Website. When working with a new customer or a high-risk project, be sure to review everyone's role carefully. This chart will be the foundation for the RACI matrix. Instructions for and an example of the RACI matrix are available.

Here are some examples: Example 1 , Example 2 , and Example 3 .

6.2: Stakeholders

This subsection lists all other important stakeholders on the project.

Section 7: Financials

7.1: estimated project costs.

The table in this section provides all estimated costs to be born by the project and an explanation of how they will be funded is included in section 7.3, “Funding Source(s).” The most important costs to capture are the contractor staffing costs. When costing them, use real monthly hours (160, 172, 184) or real weekly numbers and do not round down to 160 or your budget will fall short. Be sure to leave enough time for contractor ramp-up time; don't have them start the day they need to be productive. Do not cost internal staffing; instead, represent the impact via FTEs (Full-Time Equivalents). For example, you estimate that three of your operating budget staff will be involved in the project. You represent this as three FTEs in the Operating Budget/Internal Impact column. Contact all department heads to ensure that you have all efforts/costs accounted for; do no assume you know everyone that needs to be involved and for how long. Standard budget contingency values are 10% for normal risk projects and 15% for medium or high risk projects.

7.2: Estimated Ongoing Support Costs

The table in this subsection provides all estimated support costs in USD ($) for the three years following project completion. These are not costs born by the project, and an explanation of how they will be funded should be provided above or below the table itself.

7.3: Funding Source

The table in this subsection identifies estimated costs to be born by the project by funding source(s); refer to the section 7.1 categories if that is helpful. Indicate whether the funding source is known, and if so, what the amount will be. Projects can have several funding sources; add rows for each source.

7.4: Flexibility Matrix & Contingencies

The flexibility matrix what constraints are flexible and what project goals must be held. Place an “X” in the box that reflects the appropriate flexibility (only one "X" per row is allowed). Some narrative examples are noted below.

  • Schedule is least flexible because we must have the release ready by October 1.
  • Scope (quality) is the most flexible because we can release an upgrade or modification after December 1.
  • Resources and cost offer a moderate amount of flexibility.

Section 9: Appendices

This section will vary from charter to charter but should include a Resource Allocation sheet , either as part of the document or as a separate handout. This sheet is required for all SGG-funded projects that go to Randy Livingston for approval. Some samples appear below.

Example Resource Allocation Sheet 1

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Project staff

Members of the project team.

The term project staff refers to people in the project team who have a certain role or function and assigned tasks. They actively work on the project and generate output that helps the project progress and reach milestones . In project management the project staff is still often referred to as resources , as their input in terms of workload is a critical financial and time factor. It is, however, a term that is nowadays negatively connotated as the people concerned rightly do not want to be counted as material resources, operating resources or financial resources.

Nevertheless, for proper project management, project staff need to be carefully managed since their time and expertise cannot be limitlessly spent on projects. Therefore, they are often assigned an hourly wage which forms the basis for budgeting the allocated time of project staff in a project.

In contrast to the project staff, members of the project team include e. g. the customer/contractee who does not necessarily work on the project productively or has assigned tasks.

In terms of disciplinary responsibility, the project manager leads the project staff. In times of virtual teams and collaboration among departments that are located in different countries, coordinating the project staff and ensuring the smooth exchange of information crucial for the project is vital.

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Inside the Blunders That Plunged the College Admission Season Into Disarray

The Education Department was supposed to make applying for federal financial aid easier. Instead, it got worse.

Two women pose for a portrait in a school hallway in front of a board that reads "home of the tigers."

By Erica L. Green and Zach Montague

Reporting from Washington

There were just days left to process a batch of federal financial aid applications when Education Department officials made a fateful discovery: 70,000 emails from students all over the country, containing reams of essential data.

They were sitting in an inbox, untouched.

That discovery last week started a panicked, three-day crash effort by more than 200 of the department’s employees, including Richard Cordray, the nation’s top student aid official, to read through each of the emails one by one and extract crucial identifying information required for financial aid. The students’ futures depended on it.

“It needs to get untangled,” Mr. Cordray told his staff members on Thursday, according to recordings of two back-to-back meetings that The New York Times obtained. “So, you know, I’m getting pretty impatient.”

An exasperated staff member shot back, “We worked all night long — literally — all night.”

It was another setback in the botched rollout of a new version of the Free Application for Federal Student Aid, known as FAFSA, that millions of families and thousands of schools rely on to determine how students will pay for college. Three years ago, Congress ordered the Education Department to revamp the new form to make it easier and more accessible. It has been anything but.

For nearly six months, students and schools navigated a bureaucratic mess caused by severe delays in launching the website and processing critical information. A series of blunders by the department — from a haphazard rollout to technical meltdowns — have left students and schools in limbo and plunged the most critical stage of the college admissions season into disarray.

‘Hanging on by their fingernails’

In a normal year, students would be sorting through their financial aid offers by now, giving them plenty of time to prepare for the traditional decision day on May 1, when many schools expect commitments.

But this is not a normal year.

Because of the delays in the FAFSA rollout, schools do not have the information they need from the government to assemble financial aid offers. Students have had to postpone decisions about where to attend college because they have no idea how much aid they will receive.

Many schools are pushing back their enrollment deadlines to give students more time to figure out their finances, throwing college budgets and wait lists into chaos.

The Education Department has promised to meet a self-imposed deadline of Friday to send students’ financial information to schools.

But the task ahead is monumental. The department is working with 5 million applications that are in so far, but more than 10 million additional ones are expected to roll in as students make their way through the process, which is still not functioning without delays .

“Financial aid offices across the country are hanging on by their fingernails at this point,” said Justin Draeger, the chief executive of the National Association of Student Financial Aid Administrators.

A broken system

The goal of the revamped FAFSA system was to simplify the notoriously bewildering form by whittling it down from more than 100 questions to fewer than 40 and making it more accessible to lower-income students.

But it was not ready to roll out in October, when the FAFSA form usually becomes available for students to submit their families’ financial details to the government.

In late December, when the system finally launched, the problems were immediately apparent.

Technical malfunctions prevented many students from gaining access to the form on the website. Students reported being repeatedly kicked out or locked out of the form, or hung up on after holding for 30 minutes to three hours for someone to answer the department’s help line.

The bungled rollout has upended a critical function of the federal student aid process.

The government needs the FAFSA information to calculate how much federal aid students should receive. The schools, in turn, need that number to make their own calculations about how much a student should expect to pay at that particular college or university, after tallying up tuition and any extra scholarships.

For many students, the FAFSA estimate, which is sometimes received before they even hear back from any of the schools they applied to, is the first sign of hope that college is within reach.

Students in limbo

Andrea, a senior at KIPP Denver Collegiate High School in Colorado, will be the first person in her family to attend college. She has her heart set on Duke University.

But first, she has to navigate FAFSA.

“It’s agonizing,” said Andrea, 17, who asked to be identified by her first name to protect her parents, who immigrated to the United States from Mexico and are undocumented. “It’s deeper than a form. It’s our futures.”

Her case collided with perhaps the most pernicious flaw in the rollout: The new form froze out applicants who could not provide a social security number for themselves or their parent or caregiver, something that had not been an issue with the old form.

To get students with missing social security data approved, the Education Department asked applicants like Andrea to submit by email photographs of a driver’s license, identity card or other documents that would verify their identity. As the department prepared to announce last week that the social security number issue had been resolved, officials realized that the inbox, and its 70,000 emails, had gone untouched.

That prompted Mr. Cordray to assemble emergency teams of volunteers to work overtime to blast through the backlog.

The students, he said, were relying on them.

“This is a lot of the Dreamers , new immigrants and the kind of people who, if they can just get a hand up in the higher education process can make their way in this country,” Mr. Cordray said. “We want them to be able to do that.”

Although the previous FAFSA form was long and complex, seniors at Andrea’s school managed to fill out their forms without much incident in previous years. KIPP Colorado, part of a network of public charter schools with some of the highest college acceptance rates for low-income students in the country, holds an annual FAFSA night, when families gather to complete the form together.

This year, only about 20 percent of the students at FAFSA night were able to complete the form — a huge change from previous years, school officials said.

Karen Chavez, an assistant principal of college and career for KIPP Colorado, said she usually tried to assure students that college is in reach.

But she is struggling with that message this year.

“It’s hard for us as counselors, having to watch what I say or how I say things,” she said, “because I want to guard their hearts and manage their expectations.”

Who’s to blame?

The Government Accountability Office has started an investigation into the FAFSA rollout at the request of Republicans, who say it took a back seat to other priorities, like President Biden’s student loan debt forgiveness programs.

Several senior officials at the White House and the Education Department have cited unreasonably short timelines, contractors who blew past deadlines and insufficient funding. Speaking on the condition of anonymity to openly discuss the problems, the officials acknowledged that other important assignments, such as restarting federal loan repayments and reopening schools after the coronavirus pandemic, used up vital resources.

“It’s not the case that anyone here didn’t realize how important this project is or how big this project is,” said James Kvaal, the under secretary at the Education Department. “And it’s been a top priority for us at the very highest levels of the department going back a year and a half now.”

There were obvious misses, such as a lack of robust user testing needed to catch what would turn out to be dozens of major technical problems. And the Education Department realized only in November that it had not adjusted a critical income formula, which would have denied more than $1 billion in aid to students.

Even as the department has tried to project optimism about its progress, officials privately harbored doubts.

On Feb. 13, Miguel A. Cardona, the education secretary, told reporters that once the technical problems were cleared, FAFSA would be a “15-minute process” and a “net win” for students and schools.

A week later, at a staff meeting, Mr. Cordray had a different assessment: “It’s really bad,” he said, according to people who heard the remarks. “It may get worse.”

In response to a request for comment for this article, Mr. Cordray said the Education Department’s focus was on delivering an updated and streamlined FAFSA.

“Our team is focused not on finger-pointing,” he said, “but on getting more federal student aid to deserving students and families.”

There are growing concerns that the FAFSA problems will disproportionately affect traditionally underserved communities, particularly Black, Latino, first-generation and low-income students.

For many of them, the biggest factor in deciding on a college is how to pay for it.

Student advocates fear many of them will simply give up, skipping college or relying on expensive loans to pay for it.

“The equity stakes are monumental,” said Kim Cook, the chief executive of the National College Attainment Network. “The later those letters come, the more the conversation shifts from where to go to if to go.”

This month, the Education Department began deploying its staff across the country to provide a so-called concierge service, backed with $50 million from the department’s budget, to provide technical support to colleges struggling with the delays.

But as of last week, officials had met in person with only 20 of the 180 schools that had reached out for extra support, according to a senior department official.

Lodriguez Murray, the senior vice president for public policy and government affairs at the United Negro College Fund, said the consequences of the FAFSA delays could be on par with the devastation that historically Black colleges and universities experienced in 2011, when the government made it harder for parents to obtain loans to help pay for their children’s educations. Enrollment at H.B.C.U.s plummeted by 40,000 in one year when the aid stream was cut off.

“It’s a crisis that seems unnecessary,” Mr. Murray said of the FAFSA fallout, “and one that we hope can still be averted.”

Erica L. Green is a White House correspondent, covering President Biden and his administration. More about Erica L. Green

Zach Montague is based in Washington. He covers breaking news and developments around the district. More about Zach Montague

Private jet hire

  • Paris Le Bourget → Moscow Vnukovo

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Private jets from Paris Le Bourget to Moscow Vnukovo | Moscow Vnukovo to Paris Le Bourget

Private flight from Paris Le Bourget to Moscow Vnukovo

The private flight from Paris Le Bourget to Moscow Vnukovo has a distance of about 2451 km and a flying time of about 3 hours and 31 minutes. Given the total distance of the flight and the number of flight hours it is advisable to fly with a medium jet or large jet aircraft. Both airports have a long runways and allow the landing of any aircraft. The flight may require a fuel stop with a light jet, with a medium jet aircraft may not be necessary; with a large jet aircraft a fuel stop is not required.

Some examples of aircraft for the flight Paris Le Bourget - Moscow Vnukovo or Moscow Vnukovo - Paris Le Bourget:

Paris Le Bourget Airport

  • International Airport - Large runway
  • Airport Website: http://www.aeroportsdeparis.fr/
  • Timezone: Europe/Paris
  • City: Paris
  • Country: France
  • Latitude: 48.969398499
  • Longitude: 2.441390038

Moscow Vnukovo Airport

  • Airport Website: http://www.vnukovo.ru/eng
  • Timezone: Europe/Kaliningrad
  • City: Moscow
  • Country: Russia
  • Latitude: 55.591499329
  • Longitude: 37.261501312

Routes to other airports

  • (138 km)   Abbeville → Moscow Vnukovo
  • (148 km)   Cambrai Épinoy → Moscow Vnukovo
  • (136 km)   Troyes Barberey → Moscow Vnukovo
  • (182 km)   Le Touquet Paris Plage → Moscow Vnukovo
  • (103 km)   Rouen → Moscow Vnukovo
  • (257 km)   Angers → Moscow Vnukovo
  • (246 km)   Lydd → Moscow Vnukovo
  • (213 km)   Tours Val De Loire → Moscow Vnukovo
  • (224 km)   Nevers Fourchambault → Moscow Vnukovo
  • (220 km)   Brussels South Charleroi → Moscow Vnukovo
  • Paris Le Bourget → Moscow Sheremetyevo   (43 km)
  • Paris Le Bourget → Moscow Domodedovo   (45 km)
  • Paris Le Bourget

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  1. What is a Project Charter: Definition, Examples & Templates

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  2. Write a Project Charter: Example Guide [2024] • Asana

    Project charters vs. project plans. A project charter should only include three elements: your project objectives, scope, and responsibilities. Once your charter has been approved, you should then create a project plan. Your project plan builds on your project charter to provide a more in-depth blueprint of the key elements of your project.

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    1. Describe Your Project Background. The first thing to do is lay the groundwork for the project; summarize what it's about and why it's being initiated. This allows the team to see how they fit in the overall project, as well as identify the stakeholders who are invested in the project's success. 2.

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    When teams have clarity into the work getting done, there's no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today. Download a wide range of templates from a simple 1-page charter to an advanced Six Sigma project charter. Multiple formats: Excel, MS Word, PPT & Google Docs.

  8. How to Create a Winning Project Charter: Your Blueprint for Success

    Let's take a look at each of the above steps in detail. 1. Identify the Project Vision. The vision of the project is expressed through its end goal and its purpose. It can be divided into, Scope: Explain the boundaries of the project in terms of project goals, deliverables, costs, deadlines and the work to be done.

  9. How to Write a Project Charter (With an Example)

    How to make a project charter. Use these headers to build your charter so it covers all the essential elements: Introduction - explains the project's purpose. Includes the project name, a brief description, and the formal authorization. Project business case, goals and scope - sets out the scope of the project and any unique characteristics.

  10. How to write a project charter

    The charter should note basic information about the project, your teams, and the people involved. Specifically, you want to include the names of the managers and stakeholders overseeing your project. Adding a last revision date also gives context when teams see changes in the document. 2. Identify goals and objectives.

  11. Project Charter Elements

    The six main parts of a project charter are an overview, an outline of the project's scope, an approximate schedule, a list of anticipated risks, an estimated budget, and a list of key stakeholders. Overview: Outline what the project entails and what it should accomplish. Identify dependencies on other projects.

  12. PDF Project Human Resource Management

    is dependent on expertise of particular persons. Some staff assignments are defined within the Project Charter Negotiation PM team uses their influencing skills to obtain staff members from within the performing organisation. May need to negotiate with • Functional managers • Other project management teams

  13. How to Make a Responsibility Assignment Matrix for a Project (Template

    Draft the responsibility assignment matrix using a table with the project tasks listed on the left-hand column. Across the top add the name of everyone in the project. Where the tasks meet the project team member, assign whether they're responsible, accountable, consulted or informed. When completed, share the responsibility assignment matrix ...

  14. How to Create a Team Charter (Templates & Samples Included)

    Gas Pipeline Construction Project Team Charter. 1. Project Overview: The Gas PipelineX project aims to construct a 100-mile natural gas pipeline connecting locations one to 2. The project's primary objective is to ensure the pipeline's completion within the specified timeline while adhering to safety, environmental, and regulatory standards. 2.

  15. How to Write a Project Charter: Examples & Template Included

    Everything you need to knows about a project charter, including its purpose, benefits, components & topics, to secure your undertaking gets off to of just start.

  16. Project staff assignments

    Project staff assignments are created by (outputs from) the PMI process to acquire project team when staff is assigned to the project. Related documents may be a team directory, listing, or organization chart. As new people join, there onboarding activities such as sending out a memo introducing the new staff and their roles. Then the assignments are used as input to the develop project team ...

  17. Project Charter

    The Project Charter is a formal document to authorize the project and give the project manager the authority to spend the project budget. It is required for UIT-managed projects. The Project Charter defines the project's business case, scope, goals, metrics of project success, major milestones, high-level risks, and identified key stakeholders ...

  18. Project staff simply explained

    Members of the project team. The term project staff refers to people in the project team who have a certain role or function and assigned tasks. They actively work on the project and generate output that helps the project progress and reach milestones.In project management the project staff is still often referred to as resources, as their input in terms of workload is a critical financial and ...

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