The program charter is a key program document. At the time the program is approved, it states the program vision, key objectives, expected benefits, constraints, and assumptions. It serves to link the program to the ongoing work of the organiza-tion. It also states the authority level of the program manager. When the program charter is approved, the program is officially authorized. A suggested format is:
Purpose: A brief introductory statement defining the purpose of the charter, such as:
The program charter states the vision statement that defines the orga-nization’s end state for the program—a vital concept for successful pro-gram completion. It also states the propro-gram manager’s authority and responsibility and formally authorizes the program.
Program vision: The program vision is the desired end state for the program.
It describes why that state will benefit the organization. It also describes the outcomes required to achieve the vision.
Justification: Each program has a key set of objectives to be accomplished.
Objectives may involve the organization’s business need for the program, a customer request, market demand, a regulation, etc. The program’s objectives support the organization’s business plan and strategic goals. The objec-tives should be measureable and state success criteria.
Benefits: Programs are established in order to deliver benefits that may not be realized if projects within the program were managed on an individual basis.
Benefits enhance current capabilities or enable development of new capabili-ties. A benefit is an outcome of actions or behaviors to provide utility to the program’s stakeholders. It is an improvement to the running of the organi-zation, such as increased sales, reduced costs, or decreased waste. Benefits may be tangible (such as financial objectives) or intangible (such as customer satisfaction or improved employee morale). Benefits should be specific, mea-sureable, actual, realistic, and time based. This section describes the benefits and how they are to be realized.
Program constraints: Constraints are factors that limit the options of the pro-gram team. For example, a constraint may involve a regulatory requirement that must be met by a certain date. Constraints typically fall into catego-ries such as time, cost, resources, or deliverables. Constraints are expected to change throughout the life of the program.
Program assumptions: This section describes the assumptions or any factors that are considered to be true, real, or certain in planning the program.
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Assumptions generally involve some degree of risk. They are expected to change throughout the life of the program.
Scope: This section describes what is within the scope of the program and what is excluded from it. It serves as the basis to avoid possible scope creep from the beginning of the program. It also states the various components to be part of the program to show how they will interface and interrelate throughout the program’s life cycle in terms of a high-level plan for these components.
Known risks and issues: This section lists any risks and issues known at this time.
Schedule: This section describes the planned length of the program and any milestones that are known at this time.
Resource requirements: This section lists required resources, human and other resources, for the program and the cost of each resource for later in-depth planning.
Stakeholder issues: This section builds on the initial stakeholder identification in the pre-program preparations phase to list any key concerns of the stakeholders and the attitudes of the stakeholders who are expected to influence the program and be active in it at various phases of the program life cycle. It also includes a draft program communications management plan for these stakeholders since active communications are required at the time of program initiation.
Governance: This section describes the program’s governance structure as well as the governance structure for the various projects and nonproject work that are part of the program.
High-level road map: This section presents a high-level plan to move forward with the program and to show the order in which various other artifacts will be prepared.
Program manager authority: The charter lists the program manager and describes his or her authority and responsibilities, especially in terms of being able to apply resources to the program.
Approvals: This section contains the approval of the program charter by the mem-bers of the portfolio review board and other key stakeholders as required.
Program Charter Template
<Insert Program Name>
Program Charter
Program name:
Progam manager: PM’s email address here as a hyperlink Program sponsor:
Actual start date:
24 Implementing Program Management: Templates for Success
Approved end date:
Program no.:
Revision history:
Business unit:
A. PurPoSe
A brief introductory statement defining the purpose of the program charter, such as:
The program charter states the vision statement that defines the organiza-tion’s end state for the program to follow to successfully complete the pro-gram. It also states the program manager’s authority and formally authorizes the program.
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B. ProGrAM vISIon
This is a statement that describes the end state of the program and how it will benefit the organization. It also describes the outcomes required to achieve the vision.
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C. juSTIFICATIon
This section states the key objectives of the program as they support the business plan and strategic goals. Describe the objectives in measurable terms with specific success criteria.
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D. BeneFITS
This section states the expected benefits of the program to the organization and how they are planned to be realized.
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e. ConSTrAInTS
This section states the key constraints of the program. Constraints are factors that limit the program team’s options. They are expected to change during the life of the program.
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F. ASSuMPTIonS
This section describes the assumptions that may affect the program. They are expected to change during the life of the program.
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G. SCoPe
This section describes what is within the scope of the program and what is excluded from it. It also states the various components to be part of the program in terms of a high-level plan for them.
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h. knoWn rISkS AnD ISSueS
This section lists any risks and issues known at this time.
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I. SCheDule
This section describes the planned length of the program and any milestones that are known at this time.
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j. reSourCe requIreMenTS
This section lists required resources and the cost of each resource.
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k. STAkeholDer ISSueS
This section lists any concerns of the key stakeholders who are expected to influ-ence the program and be actively involved in it at various phases of the life cycle.
It also includes a draft program communications management plan.
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l. GovernAnCe
This section describes the program’s governance structure and the governance structure planned for the program’s components.
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M. hIGh-level roAD MAP
This section presents a high-level plan to move forward with the program and to show the order in which the various artifacts will be prepared.
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n. ProGrAM MAnAGer’S AuThorITy
This section lists the program manager and describes his or her authority and responsibilities.
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o. APProvAlS
This section contains the approval of the program charter by the members of the portfolio review board and any other key stakeholders as required.
SignatureSand date approval obtained
Portfolio review chairperson ____________________________________
Portfolio review board member 1 ____________________________________
Portfolio review board member 2 ____________________________________
Portfolio review board member 3 ____________________________________
Stakeholder 1 ____________________________________
Stakeholder 2 ____________________________________
Stakeholder N ____________________________________