The project charter fixes project's objectives, deliveries, time, quality, etc. Changes are subject to formal change process. If a project charter is changed a lot, best practice is to stop the project. This sounds contradictory to agile principles where change is welcome. Therefore, not writing a charter is the natural consequence, isn't it? I think not - however the charter should focus more on processes and responsibilities rather than deliveries. What do you think? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Dec 02, 2018 2:42 PM
Replying to Mirko Blüming
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@Sergio: Thank you for pointing out these detail of the Agile Manifesto. Which trap are you referring to? I did not discard a need for change control if there is a project charter. I agree the need for project charters depends on the organization's governance model - on the other hand that means it's not needed for the team, isn't it? Moreover, in reality I've hardly seen a developer reading the charter :-o
First, developers must not read the charter. Project manager must put the ground rules in place and help all needed people to understand the ground rules or the contract that is stated into the project charter. Second, because is a Manifesto, lot of ambiguity is inside the statements. Change is welcome is not the same the Manifesto said. Saving Changes...
Muhammad Arif NurrohmanPMO Support Access Supervisor| PT Mora Telematika IndonesiaBogor Residence, West Java, Indonesia
As far as I concerned, Project Charter is a ticket enter a project from planning team to the implementation team and also serves as a source of guidance during the implementation running. For Agile project in telecommunication, let say fiber to building, fiber to the home etc if still in boundary area, then project will be merge in one project charter. Saving Changes...
A different take on a project charter for an agile project might be something like Roman Pichler's Product Vision Board. Lightweight, but captures the information required to ensure alignment of key stakeholders. Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
If your organization needs to review a charter to approve a new initiative, then go ahead and submit one. Maybe they just need to see the business case or product potential. Maybe they want to see a roadmap that shows how your MVPs will gradually reduce uncertainty and explore new opportunities.
But if your organization wants a project charter that fixes scope, schedule and budget, then it's not an agile organization. You can try to explain the inherent problems to the powers that be, or you can play by their rules so you don't get fired. Saving Changes...
I think any project needs a charter, regardless of the way it is executed. The content of the charter might be a different level of precision than other charters. Many projects are not fully executed in an Agile mindset. Saving Changes...
Maya KalachHead of PMO, IT| Middle East AirlinesBeirut, Lebanon
Of course, same as any type of project Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
As Sergio, explained the project charter is the contract. It says who will do what for whom, over a period of time and for a certain cost.
Under Agile, duration and costs are fixed, leaving the scope to change. What the charter has to do is set the boundary of the agile projec's scope.
Anything that happens within the scope boundaries is managed within the project backlog. Anything that happens outside the scope boundaries is subject to change control management.
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1 reply by Wade Harshman
Aug 27, 2019 4:00 PM
Wade Harshman
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I was about to reply that I've been on teams with an undefined duration and scope, but then I realized our products didn't meet PMI's definition of a "project." That's an interesting dilemma that I had never considered, before. PMI is making significant changes to accommodate Agile development, but we're constrained by our own terms.
Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Aug 27, 2019 10:46 AM
Replying to Stéphane Parent
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As Sergio, explained the project charter is the contract. It says who will do what for whom, over a period of time and for a certain cost.
Under Agile, duration and costs are fixed, leaving the scope to change. What the charter has to do is set the boundary of the agile projec's scope.
Anything that happens within the scope boundaries is managed within the project backlog. Anything that happens outside the scope boundaries is subject to change control management.
I was about to reply that I've been on teams with an undefined duration and scope, but then I realized our products didn't meet PMI's definition of a "project." That's an interesting dilemma that I had never considered, before. PMI is making significant changes to accommodate Agile development, but we're constrained by our own terms. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
I think there is a consensus that the method used does not dictate that use of a project charter but it is rather determined by governance. I've worked on many projects with and without a charter. What I would like to add though is that I believe that the charter should specify the problem to be solved and not the solution that will be used. This will not negate the agility of a project such as a scope does and leave the door open to deliver the best possible solution with the money and time available. Saving Changes...
Tim PodestaDirector of PM/PMO| Former BP- now IndependentPenn, Bucks, United Kingdom
A charter provides a shared statement of the overall intent - including the approach that can be Agile and how the team will work. Saving Changes...
