Introduction | Document #1: On-the-Job Tasks for the Project Manager 
Modules 1-3 | Modules 4-6 | Module 7 | Modules 8-9 | Modules 10-12
Document #2: The Project Manager's Duties | Document #3: Typical Elements in a Project Charter

Document #3: Typical Elements in a Project Charter

The Project Charter is an essential document necessary for successfully managing a project. Professor David Wilemon of Syracuse University has spelled out the vital nature of a Project Charter:

"Unless the project manager's charter is delineated very clearly, not only to him but to others in the organization, he is neither fish nor fowl. He is not master of his destiny. The charter is the environment that is created for the project manager. It is 50% of the battle of whether he is successful or not."

The issue is, does the Project Charter makes it clear whether or not the project manager has management's support to run his or her project as they see fit - or does someone else!

Authority

The project manager shall have the delegated authority from top management to direct all project activities.

Responsibility

The project manager's responsibilities are to the chief executive, senior manager, or sponsoring director, for overall project direction according to established business objectives and contractual requirements regarding technical specifications, schedules, and budgets. More Specifically, the Project Manager Is Responsible for:

1. Establishing the project organization
2. Establishing and maintaining the project plan
3. Managing and controlling the project
4. Communicating the project status, and
5. Escalating decisions or unresolved problems in a timely manner

The Project Charter should address a number of key areas as shown below.

A) Establishing the project organization

1. The project manager's position directing all project activities
2. The need for a defined authority responsibility relationship among The project manager, Functional managers, Task managers, and Top management
3. The need for influence to cut across functional and organizational lines
4. Collaborating (with the personnel office and the functional supervisors) in staffing the project
5. Establishing a project organization (a matrix organization) for the duration of the project
6. Having a voice in maintaining the integrity of the project team during the complete life of the project
7. Participation in the merit evaluation of key project personnel assigned to the project
8. The need to state clearly who the project sponsor is and what access the project manager has to him/her/them

B) Establishing and maintaining the project plan

9. Establishing project plans through the coordinated efforts of the organizations involved in the project
10. Providing leadership in the preparation of operational requirements, specifications, and bid packages and change control
11. Active participation in major management and technical decisions
12. Allocating and controlling the use of funds on the project

C) Managing and controlling the project

13. Control over the allocation and expenditure of funds, and active participation in major budgeting and scheduling deliberations
14. Selection of subcontractors to support the project and the negotiation of contracts
15. Rights in resolving conflicts that jeopardize the project goals
16. Promoting technological and managerial improvements throughout the life of the project
17. Managing the cost, schedule, and technical performance parameters of the project

D) Communicating project status

18. Providing an information system for the project with sufficient data for the control of the project within allowable cost, schedule and technical parameters
19. Maintaining prime customer liaison and contact on project matters
20. Reporting on project progress

Document #2: The Project Manager's Duties

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