Hi Bas,
I like your one-pager, and I have seen several like yours, often in pitches of PMOs to establish standards and train people.
It shows the main flow of a project life cycle from the business view, as implemented in your company. Good.
For the content, these things came to my attention:
- is the project really starting with ideation, where the charter is put. I have often seen pre-project activities being run separately, even as a distinct project.
- I see the business case as input to initiation and decision prep for starting, so would put the charter after that (depends on what you mean by business case, to Keith's point, it should contain the why).
- at the end of project execution, there should be a transition tom operations, and before that, any change management activities, also often run as projects.