Name - Siddharth Mandwal
Date Submitted - 10/26/2015
PROJECT CHARTER AND ITS STRUCTURE
Projects have been a part of the human life for hundreds of years. They can exist for a significant amount of time, can cost a lot of money and may involve people from all departments and offices under an organization. When projects can be very complicated, small mismanagement practises might cost a lot of time and money. This requires that projects are properly managed right from the starting or even before starting the project. This requirement calls for the creation of a project charter.
Although the project charter is a very important deliverable at initialization of ...view middle of the document...
A Project Charter archives the understanding by leaders of business to meet a specific business need by building up a task structure and allotting the vital business assets to fulfil specific business objectives. The contract serves as a way to force a commitment on a venture's administration to utilize venture assets to achieve and accomplish agreed-to objectives (Nordmeyer, 2015).
Structure of project charter (number of elements):
Project charter is a very important document which should be included in every project. One of the problems which one might face while making a project charter is that the structure of a project charter is not standardized as much as it should be. Over the time, people have been designing the structure of charter according to the project in hand.
Also, there has been a confusion that when should a project charter be formed. Some believe that it should be formed before project starts. (Cockrum, 2007) says that the project charter should be referred as a document for meeting held at the start of a project. It should help to start a project in a right direction and project charter should be made by the project manager.
Whereas another expert (Brandon, 2006) mentions that project charter is made after the discussion of project proposal and justification of business for the project and it should be created either by the project manager or the project sponsor.
Here is comparison on how many elements should be included in a project charter and when it should be created.
Source/Author | No. of elements in structure of the Charter | Time to create Charter | Who should create the Charter |
(Brandon, 2006) | 9 | After proposal and justification | Project Manager or Project Sponsor |
(Hass, 2006a) | 5 | Early in initialization phase | Project Sponsors and stakeholders |
(Cervone, 2007) | 6 | First or the intial phase of the project | Not mentioned |
(Kumar & Sosnoski, 2009) | 6 | Define phase i.e. first phase of six sigma methodology | Not mentioned |
(Swinney, n.d.)Isixsigma | 13 | Before or start of project | Unknown/not given explicitly though suggested Black Belts |
(Chun-Chin, Gwo-Ji, Cheng-Ting, & Kuo-Liang, 2010) | 6 | Define phase i.e. first phase of six sigma methodology | No information |
(Eileen, Jennifer, Wiljeana, & Geert, 2010) | Not mentioned. | Plannig phase | Project Sponsor |
(Laureani & Antony, 2010) | 11 | Define phase i.e. first phase of six sigma methodology | Project team, needs to be approved by the team |
(McKeever, 2006) | Recommened 14 | Project planning phase | Main resonsibilty is given to the Project management with approval from stakeholders. |
(PMBOK® Guide, 2004) | 11 | Initial phase of a project | Project sponsor or Project initiator |
(Hayes, 2000) | 8 | Initial phase of a project | Project manager with approval from project sponsor |
(Pyzdek, 2003) | 14 | Before the project starts or at the start of project | Project sponsor |