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Who Owns the Project Charter
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Because the project charter is the official authorization document of the project, it should be initiated by the primary champion or executive owner (sponsor) Because most high-level managers are not usually document creators, it is up to the project manager to draft the charter, review it with the sponsor, and obtain formal acceptance or approval of the document This can even be in e-mail format, as long as it is in writing
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Who owns the project charter The project sponsor responsible for the financial resources of the project owns the project charter The sponsor is usually the person who promotes or supports the benefits of the project to higher levels of management In the real-world, however, the project manager (or project leader) usually documents the details of the charter and obtains approval for the project to begin
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Definition of a Project Sponsor
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According to Dr Gary Evans (CVR/IT Consulting LLC): The Sponsor is the individual [or individuals], generally an executive, who is responsible for the strategic direction and financial support of a project A Sponsor should have the authority to define project goals, secure resources, and resolve organizational and priority conflicts It has been shown, but may not be generally recognized, that lack of project sponsorship can be a major contributor to project failure Conversely, an appropriately placed and fully engaged Sponsor can bring a difficult project to successful conclusion Assumptions that a formal Sponsor is not needed (or for political reasons can be avoided) are misplaced Steering committees are no substitute A powerful but uninvolved Sponsor is no help Even bigbudget and highly visible projects require a formal Sponsor Here s a sample list of sponsor responsibilities (from Dr Gary Evans):
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Champion the project from initiation to completion Participate in the development and selling of the project business case Present the overall vision and business objectives for the project Assist in determining and approving the final funding and project direction Serve as executive liaison to key stakeholders (for example, senior management, department directors, and support managers) Support the project team
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For best results, it is also important for the project manager to be assigned early in the initiation phase so the charter can be reviewed and/or developed by the person responsible for the execution of the project The project sponsor needs to provide the direction, executive sponsorship, and expectations that need to be met to consider the project a success These components must be considered as key inputs to the project
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Develop Project Charter Inputs, Tools and Techniques, and Outputs
As a reminder, every process has inputs, tools and techniques, and outputs An input often comes from the output of the previous process, so there is a logical progression in many cases
4: Project Integration Management
Process Inputs As mentioned previously inputs are items that need to be considered for the process to be administered Further, input is a term denoting either an entrance or changes inserted into a system or process The quality of the input can be crucial to the value of the output of the process, which brings us to the famous saying garbage in, garbage out (GIGO) There are several inputs to the Develop Project Charter process, as listed here:
Project statement of work (SOW) Business case Contract Enterprise environmental factors Organizational process assets
Tools and Techniques Tools and techniques are used to analyze the inputs received for a particular process Subject matter experts (SMEs), focus groups, and specialists are often used as consultants; they can be considered to be the tool or technique used to assess the inputs for a process These experts apply their knowledge and experience to help determine the best approach to accomplish specific outputs of the process In the Develop Project Charter process, there is only one tool and technique and it is simply expert judgment Note that the SMEs may have (and certainly can use) a variety of tools and techniques to help them develop the project charter) Outputs The outputs of a process are the documents or results being developed as part of the process For example, the single output of the Develop Project Charter process is the project charter When the project charter (or alternative authorization document) is received, the project manager needs to dive right in and jumpstart the project
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