Project Management

A Project With No Project Charter?

From the Voices on Project Management Blog
by , , , , , , , , , , , , , , , , , ,
Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.

About this Blog

RSS

View Posts By:

Cameron McGaughy
Lynda Bourne
Kevin Korterud
Conrado Morlan
Peter Tarhanidis
Mario Trentim
Jen Skrabak
David Wakeman
Wanda Curlee
Christian Bisson
Ramiro Rodrigues
Soma Bhattacharya
Emily Luijbregts
Sree Rao
Yasmina Khelifi
Marat Oyvetsky
Lenka Pincot
Jorge Martin Valdes Garciatorres
cyndee miller

Past Contributors:

Rex Holmlin
Vivek Prakash
Dan Goldfischer
Linda Agyapong
Jim De Piante
Siti Hajar Abdul Hamid
Bernadine Douglas
Michael Hatfield
Deanna Landers
Kelley Hunsberger
Taralyn Frasqueri-Molina
Alfonso Bucero Torres
Marian Haus
Shobhna Raghupathy
Peter Taylor
Joanna Newman
Saira Karim
Jess Tayel
Lung-Hung Chou
Rebecca Braglio
Roberto Toledo
Geoff Mattie

Recent Posts

The Evolution of Project Management

Are You a Mentor…or a Micromanager?

3 Ways to Lower Your Stress at Work

3 Common Complaints on Scrum Teams

How to Improve the PMO Lead Role in Your Company



Also known as the project initiation document, the project charter is a high-level document created at the start of a project and referred to throughout the project's duration. It is the foundation of the project, a basis for how the project can evolve. The charter should state the purpose, main objectives and vision for a project.

Many project professionals may consider the project charter as 'more documentation' or a 'mere formality.' But the truth is that if they start to consider creating a charter as a best practice, many problems or issues can be eliminated.

However, I regularly meet project managers that manage their projects without referring to or even knowing the existence of their project's charter.

Why?

Here are some reasons a charter is left out, based on my experience:

  1. Project management immaturity, lack of project approaches or poor project governance by the sponsor or organization. There's a lack of awareness for the need of a charter or formal authorization process.
  2. At project initiation, there are no clear measurable objectives or reasons for the project. Hence, there is nothing to write.
  3. The charter may have been written, but is filed away or lost within the organization's documentation system. This could be a symptom of high staff turnover or poor information systems.
  4. Requirements and other changes to the project deemed the existing project charter obsolete.
  5. The project has been initiated or is continuing without real executive commitment. 
  6. The project is considered too small or simple to be chartered, so writing a charter is considered a 'waste of time.' 
  7. A charter may exist but contains information that is rigid. Details, budgets and milestones may be unrealistic and unachievable, and therefore not referred to.
  8. Alternatively, the metrics and information contained in the charter may be too broad and ambiguous and therefore not referred to.
However, without a charter, a project is headed for problems including:

Risk of diminished value and importance of a project, if its purpose and strategic benefit are not documented, agreed and formally recognized.

Delayed decision-making. Getting management and sponsors to sign off on things becomes difficult. There is no one to champion for the project and responsibility for it is passed around.

Difficulty managing expectations. Without a collectively agreed to charter, there may be frequent disruptions and disagreements from stakeholders. They will have differing intentions, opinions and understanding of the project's outcomes.

Risk of failure. When there is no clear, recorded statement of a project's goals, it's more prone to fail. The project charter includes the business case and other additions, which serves as a constant reminder of the project's vision, mission and critical success factors.

Lack of authority. The project manager will be plagued with problems from lack of authority to spend the budget, the ability to acquire and assign resources, and a general power needed to make day-to-day decisions and actions. This will also make it harder for the project manager to attract good suppliers, vendors and resources to work on the project. This can create a culture of dissatisfaction and apathy within the existing project team.

Subject to scrutiny, delay and bureaucracy. The project can expect numerous changes and deviations, which increase the risk of not delivering and reaching the projects goal. It could eventually become a financial burden to the organization.

Do you know of any other reasons why a project charter would not be created? How can the lack of a charter plague a project?
Posted by Saira Karim on: May 24, 2012 10:26 AM | Permalink

Comments (3)

Please login or join to subscribe to this item
Based on my experience running with different projects, a Project Charter is very helpful to establish what the overall objective of the Project is. It does not matter if you are using Waterfall or Agile methodologies, this document will always be useful as a reference why a Project is supposed to achieve and why....if this information is not available, why to have a Project in the first place, right?

This post is rather old but I have a query in the current time, hope you'd respond or maybe someone else would. As explained below:

In a project there are three vendors with their portions of work. The client runs the project and makes a project charter. The vendors are treating their portions as "their project" too. Should the vendors make separate project charter(s) from their standpoint or the same charter (as made by the client) shall hold?

Kindly excuse if this sounds silly or likewise.

Regards,

I feel like the same charter made by the client should hold so that there is a general understanding of the overall project objectives. If the vendors want to do there own project charters for their portion of the project, I don't see anything wrong with that since their individual goals may be different. I would add the vendor's charters to the client charter and use those documents to create a detailed project plan.

Please Login/Register to leave a comment.

ADVERTISEMENTS

We are ready for any unforeseen event that may or may not occur.

- Dan Quayle

ADVERTISEMENT

Sponsors