This document discusses developing a project charter, which formally authorizes a project and provides authority to the project manager. It covers the inputs, tools and techniques, and outputs of developing a charter. The key inputs include a business case, agreements, environmental factors, and organizational assets. Tools include expert judgment, data gathering techniques, and meeting skills. The main output is the project charter itself, which documents high-level project details and assigns a project manager. It also produces an assumption log. Developing the charter establishes partnership between organizations and gives the project manager authority over resources.

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DEVELOP PROJECT CHARTER
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2.  OVERVIEW
DEVELOP PROJECT CHARTER
 DEVELOP PROJECT CHARTER - INPUTS
 THE IMPORTANCE OF DEVELOP PROJECT CHARTER
 WHO CAN DEVELOP THE PROJECT CHARTER ?
 PROJECT CHARTER ELEMENTS
 WHO CAN INITIATE THE PROJECT ?
 DEVELOP PROJECT CHARTER - TOOLS AND TECHNIQUES
 DEVELOP PROJECT CHARTER - OUTPUTS

3. OVERVIEW
Initiating
Process No. (1)
Integration
Process No. (1)
This process is
performed ONCE
or at predefined
points in the
project.

4. The process of developing a document that formally authorizes the existence of a project and provides
the project manager with the authority to apply organizational resources to project activities.
The key benefits of this process are that
1-it provides a direct link between the project and the strategic objectives of the organization.
2-creates a formal record of the project, and shows the organizational commitment to the project.
DEVELOP PROJECT CHARTER
Inputs Tools & Techniques Outputs
1‐Expert judgment 1‐Project charter
2‐Data gathering
• Brainstorming
• Focus groups
• Interviews
2‐Assumption log
3‐Interpersonal and team skills
• Conflict management
• Facilitation
• Meeting management
4‐Meetings
OVERVIEW
1‐Business documents
• Business case
2‐Agreements
3‐Enterprise environmental factors
4‐Organizational process assets

5. Establishes a partnership between the performing and requesting
organizations.
The approved project charter formally initiates the project.
Identify the assigned project manager for the project
Provides the project manager with the authority to plan, execute, and
control the project
THE IMPORTANCE OF DEVELOP PROJECT CHARTER

6. The sponsor or the project manager in collaboration with the initiating entity
WHO CAN DEVELOP THE PROJECT CHARTER ?

7. 1-Project purpose
2-High-level project description
3-Project boundaries
4-Key deliverables
5-High-level requirements
6-Overall project risk
7-Project objectives and related success criteria
8-Summary milestone schedule
9-Preapproved financial resources
10-Key stakeholder list
11-Project exit criteria
12-Assigned project manager,
responsibility, and authority level
13-Name and authority of the sponsor or other
person(s) authorizing the project charter
PROJECT CHARTER ELEMENTS

8. sponsor
program,
project management office
(PMO)
a portfolio governing body
chairperson or authorized
representative
WHO CAN INITIATE THE PROJECT ?

9. 1-Business case:
Market demand
Organizational need
Customer request
Technological advance
Legal requirement
Ecological impacts
Social need
DEVELOP PROJECT CHARTER - INPUTS

10. 2-AGREEMENTS: are used to define initial intentions for a project.
Contracts are used when a project is being performed for an external customer
memorandums of understanding (MOUs)
letters of agreement
letters of intent
verbal agreements
Email
or other written agreements
It may take one form of the following :
DEVELOP PROJECT CHARTER - INPUTS

11. 3‐ENTERPRISE ENVIRONMENTAL FACTORS :
Government or industry standards
Legal and regulatory requirements and/or constraints,
Marketplace conditions
Organizational culture and political climate
Organizational governance framework (a structured way to provide
control, direction, and coordination through people, policies, and
processes to meet organizational strategic and operational goals),
Stakeholders’ expectations and risk thresholds.
DEVELOP PROJECT CHARTER - INPUTS

12. 4‐ORGANIZATIONAL PROCESS ASSETS :
Organizational standard policies, processes, and procedures
Portfolio, program, and project governance framework (governance
functions and processes to provide guidance and decision making)
Monitoring and reporting methods
Templates (e.g., project charter template)
Historical information and lessons learned repository (e.g., project records
and documents, information about the results of previous project selection
decisions, and information about previous project performance).
DEVELOP PROJECT CHARTER - INPUTS

13. 1‐EXPERT JUDGMENT is defined as judgment provided based upon expertise in an application area,
Knowledge Area, discipline, industry, etc., as appropriate for the activity being
performed. Such expertise may be provided by any group or person with
specialized education, knowledge, skill, experience, or training.
For this process, expertise should be considered from individuals or groups with specialized
knowledge of or training in the following topics:
Organizational strategy
Benefits management
Technical knowledge of the industry and focus area of the project
Duration and budget estimation
Risk identification
DEVELOP PROJECT CHARTER - TOOLS AND TECHNIQUES

14. 2‐DATA GATHERING Data‐gathering techniques that can be used for this process :
Brainstorming : This technique is used to identify a list of ideas in a short
period of time
Focus groups : bring together stakeholders and subject matter experts
to learn about the perceived project risk, success criteria, and other
topics in a more conversational way than a one-on-one interview
Interviews : are used to obtain information on high-level requirements,
assumptions or constraints, approval criteria, and other information from
stakeholders by talking directly to them
DEVELOP PROJECT CHARTER - TOOLS AND TECHNIQUES

15. 3‐INTERPERSONAL AND TEAM SKILLS
Conflict management: be used to help bring stakeholders into alignment on
the objectives, success criteria, high-level requirements, project
description, summary milestones, and other elements of the charter.
Facilitation: is the ability to effectively guide a group event to a
successful decision, solution, or conclusion.
Meeting management : includes preparing the agenda, ensuring that a
representative for each key stakeholder group is invited, and preparing and
sending the follow-up minutes and actions.
DEVELOP PROJECT CHARTER - TOOLS AND TECHNIQUES

16. 1‐PROJECT CHARTER
is the document issued by the project initiator or sponsor that formally authorizes
the existence of a project and provides the project manager with the authority to
apply organizational resources to project activities.
It documents the high‐level information on the project and on the product, service,
or result the project is intended to satisfy, such as:
The high‐level information documented in the project charter
1‐Project purpose 5‐Overall project risk 9‐Project approval requirements (i.e.,
what constitutes project success, who
decides the project is successful, and
who signs off on the project)
2‐Measurable project objectives and
related success criteria 6‐Summary milestone schedule
10‐Project exit criteria
3‐High‐level requirements 7‐Preapproved financial resources 11‐Assigned project manager,
responsibility, and authority level;
4‐High‐level project description,
boundaries, and key deliverables
8‐Key stakeholder list 12‐Name and authority of the sponsor
or other person(s) authorizing the
project charter.
DEVELOP PROJECT CHARTER - OUTPUTS

17. 2‐ASSUMPTION LOG is used to record all assumptions and constraints throughout the project life cycle.
Operational assumptions and constraints: are normally identified in the business case before
the project is initiated and will flow into the project charter.
Task assumptions: are generated throughout the project such as defining technical specifications,
estimates, the schedule, risks, etc
DEVELOP PROJECT CHARTER - OUTPUTS

18. T H A N K S
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