Charter? Business Case?

Construction Governance

MARK A ANNUNZIATA, Sr VP/EXPERT CONSULTANCY TO THE CONSTRUCTION INDUSTRY| ROMAN STRUCTURES, INC WELLINGTON FL Dammam, Eastern Province, Saudi Arabia

"We don't need no stinkin' Badges!" Treasure of the Sierra Madre 1948

We are not consulted or handed a business case or Project Charter in our Industry, yet the PMBOK Guide #6 insists on carrying it as an input to most of the ITTO's. Don't you find this ridiculous? In the IT office world, are subordinate PM's handed very secretive, closely held private information like this? This does not happen in my World of Construction..... someone please explain this to me. We don't need no stinkin' Charter!

Posted: Feb 1, 2018 2:30 AM (Updated by author: Feb 1, 2018 2:31 AM)

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Anonymous

A Project Charter, sometimes called a Brief defines what the project is about, the way the project will be managed and controlled, and how we will know when the project is finished. It often includes the following details:
- A clear definition of the objectives of the project
- Defines project strategy to be followed
- Establishes initial project schedule and budget
- Clarifies decision criteria (key questions) for start and stop of the project
- Approval to start planning in detail

Typically someone in an Account Management (Client Services) should provide the initial purpose and objectives but beyond that the Project Manager owns the project charter to completion.

Key inputs to the project charter include client business cases, sales responses, meeting notes and email communications. Organization process assets such as related policies, plans, and guidelines are leveraged as well as learning from previous projects.

Without this type of document being provided at the onset of a project, you have a higher likelihood of the project team starting the project off on the wrong foot.

Posted: Feb 1, 2018 9:52 AM

Stephen Karpowich Senior Product Manager Data and IP| CenturyLink Lenexa, Ks, United States

Feb 01, 2018 3:36 AM

Replying to MARK A ANNUNZIATA, Sr

...

Mr. K -
Thanks for the response. However, you are obviously not a PM in the Construction Industry- we NEVER receive business plans from Owners as part of our Contracts or Scope of Work.
Thus the preponderance of the ITTO's with this Input is exasperating to me.

M

I think the PMI guidelines are simply suggestions (or strong suggestions). Not every project will follow all the steps outlined and from your description, probably don't require it. If your processes work for you and your organization, then you're doing OK. If you see a gap and think the need is there to improve the process and a charter is the answer then you should probably push for that. It may not be possible, but from your bio, it looks like you've been able to manage.

Posted: Feb 1, 2018 9:53 AM

Anonymous

I would also add that the value of a Project Manager to any project in any industry is to simplify the mission or the ask for the rest of the project team involved. If in your industry you receive several types of documents that wouldn't be labeled as a "project charter" then sift through what is provided and create a comprehensive document that can be disseminated to the rest of the team so they can review and understand the ask of the project in as simple terms as possible.

Posted: Feb 1, 2018 9:58 AM

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