(Mt) – UC Management of Project Charter Process Research Paper

Hi, here is the Answer. Please feel free to request for revision on the answer provided. Thank you.1Project ManagementStudent’s NameInstitutional AffiliationCourseDate2Project ManagementPART ONE: IntroductionDefining Project CharterThe definition of a project charter in project management is the project statement that contains theobjectives, scope as well as all the participants in the project. The statement gives a preliminarydescription that contains roles, outlines the project’s important goals, defines the authority as wellas the roles of the managers, takes care of the project’s responsibilities, and recognizes the keystakeholders. A project charter qualifies to be a charter if it contains the following, the essence ofthe project, the act as a contract, which is between the main stakeholders, project teams, and projectsponsor (Rad, & Levin, 2002). Another thing that must be in the charter project is the equalunderstanding of the project. A document called project charter is generally a short one and itcontains more detailed documents such as a request for proposal or a new offering request (Lake,& Hill, 2009). In IPD (Policy Dialogue), the document is referred to as project charter while inCRM (Customer Relationship Management), the document is known as the definition report of theproject. The IPD and CRMcannot function without the project charter since the document isconsidered part of the project management process. The work of the project charter is to ensurethat the authority assigned by the project manager has gone through (Verzuh, 2015). This is doneespecially in a matrix management environment. Its other work is to document directions that giveout solutions, reasons to undertaking project, identifies the main stakeholders, documentsconstraints as well as objectives of the project, and lastly in-scope and out of scope items. Otherimportant roles of the project charter are to be able to identify risks at an early stage, document thehigh-level budget and spending authority, and target project benefits. Project charter has threedifferent uses namely to authorize the project, serves as the original sales document for the project,3and serves as the central document used throughout the project (Rad, & Levin, 2002). The projectcharter authorizes the project by using a comparable format known as return investment. It is usedin the project to rank and authorizes the new projects that are coming into the company. Projectcharter also serves as the original sales document for the project by ranking the stakeholders thattake at least one to two pages of the document summarizing how to distribute the present and howto keep handy for fending off operations or other projects that already runs at the project resources(Lake, & Hill, 2009). In terms of serving as a central point throughout the project, the projectcharter acts as a baseline that is used in team meetings, and in exchange, it controls the meeting toassist with scope management. In cases where projects are large multi-phased, the project chartercan be created for every phase, for example, there can be an original charter during the seekingphase of the project and at the scope project then follows with a planning charter and an executioncharter that is always used during the building phase of the project. At the initial creation of themanagement project, there is also a creation of project charter (Rad, & Levin, 2002). At this earlystage of creating the project charter, its functions are to develop the charter as well as identify thestakeholders. some of the inputs to developing a charter include business case, assumptions,project statement of work, organizational process, templates and assets, agreement and enterprisestandards, regulations and norms, and industry standards (Verzuh, 2015). Developing the charteris typically the work of the project manager. He or she can employ his expertise who have theexperience to develop the charter (Verzuh, 2015). Working together with the stakeholders, thePMO, both the inside and outside subject matter experts in the organization, and other units thatare within the organization, the project manager can team up to develop a charter. The projectmanager can also employ facilitation techniques such as conflict resolution, brainstorming,meetings, problem-solving, and expectations management to help develop the project charter4(Lake, & Hill, 2009). Once the charter is signed, it will provide authority to the project managerto execute …

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