The document outlines a project charter for opening an organic restaurant in Sydney, Australia. The vision is to popularize organic cuisine across Australia, and the mission is to be the most popular organic food restaurant in Sydney within five years and develop a sustainable business model. The organic food industry in Australia is growing rapidly at 15% annually and organic land area has increased 53% from 2011 to 2014, showing consumer demand and support for organic foods. However, all businesses face risks, both internal such as disorganized record keeping or outdated IT systems, and external environmental factors, which must be managed to maintain client trust and business viability.

1. Project on Organic Restaurant
Project Charter
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Abstract
The Organic food industry in Australia is estimated to be worth $1.72 billion. It is growing at
a wonderful rate of 15% CAGR (Langley, 2014). Thus, this ensures that the industry is
rapidly growing and there is a positive inclination of consumers towards Organic foods. Also
in terms of support for sourcing, Australia still has the largest area under cultivation of
organic foods. There has been an astonishing 53% increase in organic land in Australia from
2011 to 2014 (Langley, 2014). Thus, with a positive and supportive environment for
business, the restaurant is being opened with the following vision and mission.
Vision: To popularize the idea of organic cuisine across Australia
Mission: To be the most popular organic food restaurant in Sydney in the next five years and
develop a sustainable and profitable business model of an organic food junction.
Each business, conceivably confronts difficulties, or dangers. The sorts of danger can shift
from business to business yet there are some most organizations have in like manner and by
and large can be parted in two variables inside and outside. Hierarchical and operational
dangers are the piece of the operational and managerial techniques (Thamhain, 2013). These
incorporate disordered or mistaken record keeping, obsolete or flawed IT frameworks or
hindrances to the inventory network. On the off chance that one doesn't stay on top of these
the clients could come to see the business as questionable or the business could conceivably
lose all its information (Flanagan, 2013).