We all are aware of what Project Charter is. For the most part, Project Charter is a formal document that marks the initiation of a project. It defines its objectives, scope, stakeholders, high-level risks, budget, etc. It serves as a foundational guide to get the project started and throughout the project, ensuring the project is aligned with initial goals.
However, the static or dynamic nature of the Charter can create confusion amongst the project team and stakeholders, and more so with the organization. So, the question is, should the project Charter evolve through the project lifecycle, or should it be a document for one-time reference? A static charter can help prevent scope creep by keeping everyone focused on the initial objectives and agreed-upon points. However, projects rarely unfold exactly as planned. A dynamic charter allows adjustments to reflect changing circumstances.
Would like to know your thoughts. What factors impact the Charter and changes if needed? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
it depends on the meaning of the Project Charter in the organization that is running the initiative. At least in my personal experience inside all organizations that I had the pleasure to work. Project Charter is the base "contract", the basement agreement between all the components that will run the initiative and because of that it remains unchanged. The "art" is to write the charter with the minimum sections and the enough degree of abstraction. Obviously if you have to change the Project Charter you are changing the basement then you have to change the "whole building". Just to comment I was in charge to define and implement process, methods, techniques. And additional I had to use it in the practice.
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1 reply by Dr. Deepa Bhide
Jul 21, 2024 11:18 PM
Dr. Deepa Bhide
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Thanks, Sergio, for your comment. I agree with you about the way you suggested writing the charter. While I would like to have it as that one document with our "initial" objectives that started the project, for that specific business need, the business need can change, which means the objectives can do so. Like you rightly mentioned, the whole building then changes and it has to if it should and must!
However, I would like to see that very first document, which had the original project business case.
So long as a Charter is kept as a high-level document (short & sweet), any material changes to it might call into question whether we are still talking about the same project or not.
Project duration is also an important factor. With relatively short duration projects (under one year for example), there should be little need to update a Charter. But when a project spans a long duration and involves multiple phases, there might be some rationale in updating it periodically. Of course, in such cases, it is not uncommon to have a very high level overall Charter but then have slightly more detailed phase-level Charters...
Kiron
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1 reply by Dr. Deepa Bhide
Jul 21, 2024 11:21 PM
Dr. Deepa Bhide
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Kiron Bondale , I agree with you. The duration of the project is another key factor. Long-duration projects need not stay to the original objectives, and that necessitates changes to the original plans. I am still an advocate for that one reference document that the team initially started with, which is a baseline. The variance from this can be measured periodically.
I completely agree with Sergio that it depends on how your organization uses the charter but more importantly, how can YOU use the charter to your best advantage.
Often, it is a static document that is never revised however the specifics of what is to be done are governed by the change management processes. As a PM, I look at the charter as my tool to gain the support of senior stakeholders. The names on the charter are who formally agreed to support the project so that is who's help I will seek if and when necessary.
Revising the charter is tantamount to the "nuclear option". It is where I would formally ask all the senior stakeholders who already signed up to supporting the project to either make a major change in scope, or force the hand of another senior stakeholder who isn't providing adequate support.
I'm not just asking for the support of the needed organization at that point. I am elevating an issue to the highest level of authority who already approved my plan of action and formally asking them to declare, in writing to their peers and superiors, and in front of everyone involved that they WILL provide the support so that I, as the executor may complete my assigned job.
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1 reply by Dr. Deepa Bhide
Jul 22, 2024 10:46 PM
Dr. Deepa Bhide
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Keith, I agree with you. Your comment brings up a valuable point of stakeholder buy-in on a continual basis, holding them accountable for the project objectives. I also agree that the Charter is not what it means to the stakeholders but what it means to you as a project manager and what of it will help you make the project a success. Thanks for your valuable comment.
I concur with the comments made by others, and I would like to add that project charters help maintain the core project goal. When an organization is using an Agile framework, for example, there may be some adjustments to the project charter without compromising the core objectives that have been agreed upon.
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1 reply by Dr. Deepa Bhide
Jul 22, 2024 10:48 PM
Dr. Deepa Bhide
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Widline, that's exactly my point too. It is that sacrosanct document that got the project formally started. Let alone the changes that will take place and will do so should they be needed, there has to be one point that someone can reference as an "original copy"! Thanks for your valuable comment.
it depends on the meaning of the Project Charter in the organization that is running the initiative. At least in my personal experience inside all organizations that I had the pleasure to work. Project Charter is the base "contract", the basement agreement between all the components that will run the initiative and because of that it remains unchanged. The "art" is to write the charter with the minimum sections and the enough degree of abstraction. Obviously if you have to change the Project Charter you are changing the basement then you have to change the "whole building". Just to comment I was in charge to define and implement process, methods, techniques. And additional I had to use it in the practice.
Thanks, Sergio, for your comment. I agree with you about the way you suggested writing the charter. While I would like to have it as that one document with our "initial" objectives that started the project, for that specific business need, the business need can change, which means the objectives can do so. Like you rightly mentioned, the whole building then changes and it has to if it should and must!
However, I would like to see that very first document, which had the original project business case.
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1 reply by Sergio Luis Conte
Jul 22, 2024 4:59 PM
Sergio Luis Conte
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That´s because it is an "art" to write the charter. Objectives must be write with a level of abstraction good enough that what change are the things derived from them but not the objectives itself. If the objectives change then the initiative has not sense and must be canceled. So, it has not sense that the charter has to be modified.
So long as a Charter is kept as a high-level document (short & sweet), any material changes to it might call into question whether we are still talking about the same project or not.
Project duration is also an important factor. With relatively short duration projects (under one year for example), there should be little need to update a Charter. But when a project spans a long duration and involves multiple phases, there might be some rationale in updating it periodically. Of course, in such cases, it is not uncommon to have a very high level overall Charter but then have slightly more detailed phase-level Charters...
Kiron
Kiron Bondale , I agree with you. The duration of the project is another key factor. Long-duration projects need not stay to the original objectives, and that necessitates changes to the original plans. I am still an advocate for that one reference document that the team initially started with, which is a baseline. The variance from this can be measured periodically. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Deepa,
in my experience a Charter may serve several purposes.
The main purpose for me is the governance decision that there is a project authorized by an organization agent (the sponsor), naming the person authorized to implement the project (the PM).
I have seen charters just being an email or even a verbal request by the sponsor (which then should be confirmed by the PM with a document).
Beyond that, there is a wish to put as much information as possible into the charter to describe the project, yet this will always be the information as we know it before the project (and analysis, planning, etc.) starts. I believe it is better to put that information into a business case before the charter is developed.
I have never seen a charter that was revised or updated. If it just documents the existence of a project it is like a birth certificate. Even if things change later, like gender, name, or parents, these changes are also documented elsewhere.
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1 reply by Dr. Deepa Bhide
Jul 22, 2024 10:57 PM
Dr. Deepa Bhide
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Thomas, thank you for your perspective. YOu bring a very valuable point on the non-changeable aspects of the Charter. I have always maintained that we have that one "original copy" of what and why did we start the project. Changes can happen if they need to but why reflect them in the original Charter? Yet, I think there are multiple flavors of the Charter and I have, in my experience, seen changes made in the Charter. I have also seen an email designated as a Charter much later after the project has started. :)
Dr Deepa,
Personally I like to keep project charter static. Usually, I work on multiple projects at a time and I need to frequently refer to initial goals and objectives. In case of any major changes in the project, I prefer to put it on table and discuss with the project sponsor and steering board to formalise the changes in the charter.
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1 reply by Dr. Deepa Bhide
Jul 22, 2024 10:52 PM
Dr. Deepa Bhide
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Mandhar, I agree with you. Does this help you in in a PMO type of role too? since you mentioned you manage multiple concurrent projects. How would multiple charters help manage or optimize a PMO?
Thanks for your valuable comment
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jul 21, 2024 11:18 PM
Replying to Dr. Deepa Bhide
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Thanks, Sergio, for your comment. I agree with you about the way you suggested writing the charter. While I would like to have it as that one document with our "initial" objectives that started the project, for that specific business need, the business need can change, which means the objectives can do so. Like you rightly mentioned, the whole building then changes and it has to if it should and must!
However, I would like to see that very first document, which had the original project business case.
That´s because it is an "art" to write the charter. Objectives must be write with a level of abstraction good enough that what change are the things derived from them but not the objectives itself. If the objectives change then the initiative has not sense and must be canceled. So, it has not sense that the charter has to be modified.
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1 reply by Dr. Deepa Bhide
Jul 22, 2024 10:51 PM
Dr. Deepa Bhide
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Thanks again for reinforcing the point. Having a few examples of how we can write a good charter that lends itself to its objectives and changes as needed...downstream would be good. It will help project managers see where they may be going regarding creating a Charter.
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