Project definition
- Project name
- Problem being solved
- The business problem, not the chosen approach.
- Proposed approach, in two sentences
IT Project Charter
Projects fail on scope, and scope fails on what was never written down. The most valuable section of a charter is the out-of-scope list, because that is what gets argued about in month three.
What you get
- Scope stated with an explicit out-of-scope list
- Success measures that are measurable and dated
- A stakeholder map with decision rights, not names alone
- Assumptions and constraints recorded before they become disputes
How to use this template
- 1
Write the out-of-scope list first. Easier to write and far more useful than the in-scope list. It is the section that resolves disagreements later, and writing it surfaces mismatched expectations immediately.
- 2
Make success measurable and dated. 'Improve efficiency' cannot be assessed. 'Reduce average onboarding setup from 3 days to 4 hours by the end of Q2' can. If you cannot measure it, you cannot tell whether the project worked.
- 3
Record decision rights, not the stakeholder list. Name who approves scope changes, who signs off acceptance, and who can halt the project. Projects stall on unclear authority far more often than on technical difficulty.
What's inside
Here's a preview. Unlock the free download to get all 5 sections (4 more below).
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Frequently asked questions
What should an IT project charter contain?
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The business problem, proposed approach, sponsor and project manager, scope with an explicit out-of-scope list, measurable dated success measures, stakeholders with decision rights, assumptions, constraints, risks, and the conditions under which the project would stop.
Why is the out-of-scope list so important?
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Because scope disputes in month three are almost always about something never written down. The exclusions list resolves them, and drafting it at the start surfaces mismatched expectations while they are still cheap to correct.
Who should sponsor an IT project?
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Whoever is accountable for the business benefit, which is usually not IT. If IT sponsors a project intended to improve a business process, there is nobody with the authority to make the process changes the benefit depends on.