High-level Project Description and Boundaries

High-level Project Description and Boundaries

Revision: <6.0>

Project Charter


Project Charter
Revision <6.0>
<Note: The Project Charter is created during process 4.1 “Develop Project Charter” as described in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This template is derived from a sample template authored by the Project Management Institute (PMI): Document Code: PMBOK Text in brackets and/or blue is designed to explain or define required content and meant to be deleted and replaced by your specific project information before submission. Make sure to update all portions (i.e. Table of Contents) with each submission.

The 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.

The Project Charter is developed on the basis of the Business Documents, the Agreements on project implementation and other information like enterprise environmental factors and organizational process assets.

The Charter is developed by individual(s) external to the project, such as the sponsor, project management office (PMO) or the portfolio governing body. The project initiator or sponsor should be at a level that is appropriate to procure funding for the project. They either develop the Charter themselves or delegate this responsibility to the Project Manager. The initiator’s signature on the Project Charter authorizes the project.>

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List of Changes





Publication for use

· Revision: The revision number of the document (the first digit is increased and the second one is set to zero if significant changes are made in the document; the second digit changes if the minor changes are made).

· Description: A detailed description of the revision and the amendments (for example, Publication for internal comments, Publication for use, Publication with changes in Chapter X, etc.).

· Author : Full name of the amendments’ author.

Table of Contents 1. General Provisions 4 2. Terms and Abbreviations Error! Bookmark not defined. 3. Project Purpose 4 4. Measurable Project Goals and Objectives 4 5. High-Level Project Description and Boundaries 5 6. High Level Requirements 5 7. Key Project Deliverables 6 8. Overall Project Risk 6 9. Summary Milestone Schedule 6 10. Preapproved Financial Resources 6 11. Key Stakeholder List 7 12. Project Approval Requirements/ Exit Criteria 7 13. Project Exit Criteria 7 14. Project Manager 7 15. Appendixes 7

General Provisions

This document refers to the project “”, which is implemented by the organization “”.

The Project Charter formulates the practical requirements and documents the high-level description of the product, service or other deliverable that should meet these requirements and will be result of the project.

The Project Charter is issued and signed by the Initiator or Sponsor of the project and formally legitimized the existence of the project. It provides the Project Manager with the authority to use the organizational assets in the project operations.

The approved Project Charter formally initiates the project.

If the project consists of several phases, the Charter can be updated to verify or improve the decisions taken during the previous iteration of the Project Charter development. In such a case the Charter is re-issued and signed as amended.

Terms, Notations, Abbreviations



Project Purpose

<This section briefly describes the purpose of the project and its justification. The justification describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Justification describes one or more of the following factors:

· Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages)

· Organizational need (e.g., a training company authorizing a project to create a new course to increase its revenues)

· Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park)

· Technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper and smaller laptop after advances in computer memory and electronics technology)

· Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials)

· Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact)

· Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines and sanitation education to communities suffering from high rates of cholera).

These factors may also be called incentives, opportunities or business requirements. The basic point of all these factors is that management should decide what the response should be to them, and what projects should be authorized and fixed in the Charter.>

Measurable Project Goals and Objectives

Business Goal 1:

· Project Objective 1.1:

· Project Objective 1.2:

· Project Objective 1.3

Business Goal 2:

· Project Objective 2.1

· Project Objective 2.2

Business Goal 3:

· Project Objective 3.1:

· Project Objective 3.2:

· Project Objective 3.3

High-level Project Description and Boundaries

High-Level Requirements

<This section documents the requirements that satisfy the needs, wishes and expectations of the Customer, Sponsor and other project participants. Requirements are the certain conditions or capabilities that must be met or possessed by a system, product, service, result or component to satisfy a contract, standards, specifications or other formally imposed documents.

Requirements include the quantified and documented needs, wants and expectations of the Sponsor, Customer and other stakeholders of the project. The Project Charter contains high-level requirements only. A complete list requirements should be developed later in the Project Management plan as they become more concrete during the gradual elaboration of the project.

Overall Project Risk

<This section describes the high-level risks and also provides a brief description of the project risk management implementation and the risk tolerance levels of the project Sponsor and Customer.

Please note that the Project Charter contains high-level risks only. The complete list of risks should be presented in the Risk Register.>

High Level Constraints and Assumptions

<This section describes the high-level assumptions and constraints of the project. Assumptions are things believe to be true (with or without evidence). Constraints are limitations placed upon the project that the project manager and team must work with.


· Constraint 1

· Constraint 2

· Constraint 3


· Assumption 1

· Assumption 2

· Assumption 3

Summary Milestone Schedule



Responsible Party


<p><Customer or performing organization></p>
<p>Key Project Deliverables</p>
<p><This section lists the key tangible product outputs (deliverables or services) to be provided by this project. Explain the criteria that will be used by the product users to determine if the project can be accepted.></p>
<p>Date Available</p>
<p>Acceptance Criteria</p>
<p>Preapproved Financial Resources</p>
<p><This section contains a high level (summary budget) or rough order of magnitude estimate. Ideally, a summary budget includes the cost for labor, supplies/equipment, and management reserve.</p>
<p>Please note that the Project Charter contains summary budget only. The itemized budget should be presented in the Cost Baseline.></p>
<p>Key Stakeholder List</p>
<p><This section contains the list of individuals, groups or organizations who may affect, be affected by or perceive itself to be affected by a decision, activity or outcome of a project.</p>
<p>Please note that only main stakeholders are specified in the Project Charter. The complete list of stakeholders should be presented in the Stakeholder Register.></p>
<p>Full Name</p>
<p>Role in the Project</p>
<p><Full name of the stakeholder></p>
<p><Position of the stakeholder and organization name></p>
<p><What kind of work is performed by the stakeholder in the project></p>
<p><Key contact information of the stakeholder ></p>
<p>Project Approval Requirements</p>
<p><This section specifies what constitutes project success, who decides the project is successful and who signs off on the project. This section also identifies the acceptance criteria, including performance requirements and essential conditions that must be satisfied before the acceptance of the project deliverable.></p>
<p>Project Exit Criteria</p>
<p><This section specifies what conditions need to be met in order to close or to cancel the project or phase (e.g., documented approvals, completed documents, completed deliverables).></p>
<p>Project Manager</p>
<p><This section contains information about the assigned Project Manager, responsibility and authority level. A Project Manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. It is recommended that the Project Manager participate in the development of the Project Charter because this document provides him/her with the authority to use the organization assets to complete the project and responsibility for the project objectives achievement.></p>
<p>Signed/Project sponsor(s) or charter approving authority</p>
<p><This section is a signature block or matrix (if there are multiple sponsors). This section is not signed by the customer or the end-user. The signature block should include the following details: Name/Title/Position/date signed></p>
<p><This section contains all appendixes to the document. In the absence of appendixes, this section is excluded.></p>
High-level Project Description and Boundaries


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