Monday 24 January 2022

What is the meaning of the Project Charter and how to put it into practice?

Have you ever had this situation in which "stakeholder demands have increased and costs and schedules have gone wildly crazy" and "the original purpose of the project has been forgotten"? the project charter is packed with elements to make a project a success. i would like to explain the meaning of the project charter and how to put it into practice.

what is the project charter?

there are several ways and methods to make a project successful, but the most basic approach is the project charter. the project charter clearly outlines the purpose and goals of the project and is a guiding principle for the key processes.

< project charter and key process >

project charter

  • - scope management plan
  • - collecting requirements
  • - schedule management plan
  • - cost management plan
  • - risk management plan
  • - identify stakeholders

a project charter means taking a bird's-eye view of the entire project and creating an action plan to guide you in the right direction. in a project involving dozens or hundreds of people, a "flag" is required for many members to follow, and project managers and project leaders must set up that "flag".

how do i create a project charter?

there are many specialized books on how to create a project charter, so i would like you to refer to the books for detailed instructions, but i will focus on such points when i briefly explain them.

  • outline of the < project charter>
  • purpose of the project
  • project overview, scope of work, prerequisites and constraint requirements
  • high-level requirements
  • budget (from estimate to budget)
  • high-level risk
  • summary milestones
  • list all stakeholders on the project.

→, especially the customer and vendor managers, and the customer key man in detail.

who approves this project charter?

project goals (measurable success criteria)

project planning, schedules, costs, risks, and people should be described in more detail. but the important point is that the project charter must be effective when these project plans don't work. in other words, even when the quality, cost, and progress (qcd) of the project deteriorates, you must return to the starting point of the project and once again show the correct direction of this project.

why wouldn't a project work without a project charter??

i feel that there are surprisingly many projects that do not have a project charter or that are only in shape. if the project charter doesn't exist or works, how will it work?

< project charter doesn't work>

・ the organization does not work well because the plan is not detailed

・ after all, it has become a round throw management, and the plan has become a ruin.

・ since there is no large schedule linked to the purpose, the purpose of this project will fade.


・ all the members of the customer and the vendor side will not be conscious of creating the project.

the project is getting worse and worse. what's important when it gets worse? why did this project start? for what purpose did it meet the requirements of the business side? it is to return to the basics. the project charter is filled with "justice" of the purpose and goals of such projects.

the project charter is the justice of the project.

the project is something that everyone creates. ideally, customers and vendors should have a pleasant relationship and everything goes smoothly. however, it is difficult to proceed as planned, and various powers work when the project is progressing. what are the responsibilities of the customer's manager and vendor at that time, that is, to the person who approved the project? what do you show to your customer's field representatives and vendor field project leaders?

in such a event, the project manager needs a weapon.

when you say weapons, you want authority and power, but authority and power do not exist equally for everyone. it exists in a pyramidal form in the organization with customers and vendors.

however, the purpose and goal of the project exist equally for both the customer and the vendor. and the project charter is an important thing that everyone must share and move toward that purpose. that's the project charter.

project charters can sometimes be used to negotiate with people with authority or power, or to build trust with members. if the project charter is the justice of the project, no matter how successful it may go, it should be used as a weapon for the project leader as long as this is the correct one. therefore, it is important to firmly prepare a project charter and spread it to customers and project members.

how to implement the project charter

so how do you put the project charter into practice? practice is actually creating and spreading it into project members.

outline of < project charter> *review

  • purpose of the project
  • project overview, scope of work, prerequisites and constraint requirements
  • high-level requirements
  • budget (from estimate to budget)
  • high-level risk
  • summary milestones
  • list all stakeholders on projects


describe who approves and is responsible for this project charter.

project goals (measurable success criteria)

As I mentioned earlier, the best way to create these is to create them in PowerPoint or Excel and share them with your customers and project members.

instead of just looking at the screen of the computer, it may be good to put out what can be pasted out where the members can see well. sticking it on many places such as walls and entrances is the best visualization. it is also a good idea to keep it the size that you can carry with you in a booklet called project charter.

The project charter focuses on project planning, schedule, cost, risk, and human description and management, which complicates input and appearance. Our project management tools: PM enables you to create with integrated tools, visualize in the same format, and centralize your data.


project objectives → project registration

project overview, scope of work, prerequisites and constraint requirements → project registration, item registration

high-level requirements → item registration, domain and process task deliverables

・ budget (from estimate to budget) → execution budget management

high-level risk → risk management

summary milestone → milestone management

list all stakeholders (stakeholders) on projects → there are no stakeholder functions, so use communication management functions or attach lists.

  • → who approves or is responsible for this project charter project registration or approval workflow
  • project goals (measurable success criteria) → addition of items for execution budget management, progress management, and project registration

The good thing about using a tool is that you can type with the same tool, collect data in the same place, and see it in the same format for all members. Different formats make it difficult for inclined, approvers, and managers to see and to be communicated to the organization. Why don't you consider using the tool once? (Project management tool: There is an easy-to-understand material called PM Basic Guide on the document download page, so please use it)

did you understand the meaning of the project charter?

i think that the means of realizing the project charter is not a tool or anything. however, the important thing is that you have to create a project charter properly, share it with customers and project members, and become a flag to move in the same direction. sometimes it becomes a weapon, sometimes it is justice. once again, i would like you to look back on whether the project charter exists or is firmly shared in the project that is currently in progress.

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