Value of the Charter
Some things never change. Today, just as when I started in this business, one of the biggest problems project managers face is scope creep.
In my opinion, the first key step in controlling scope creep is the project charter. It’s the document that defines the project’s scope to senior managers, it’s a contract between PM and senior management, and it becomes the single defining document for project scope.
While I could easily write a book on the charter itself, for the purposes of scope creep, the key elements are: Business objectives, Inclusions/Exclusions and Assumptions.
The business objectives define what the organization expects to achieve from the project. From this, a savvy business analysis needs to define products (or services) to achieve these goals — no more — no less.
That same savvy business analysis then needs to limit project scope by defining inclusions and exclusions; again, with one thought in mind: achieving the business objectives — no more — no less.
As each project unfolds, almost all stakeholders will come up with new ideas. These will come from senior managers, the team, clients, everyone. As each new idea manifests itself, the project manager must be strong enough to force the ideas through change management. Here, the Change Control Board (CCB) must review the idea against the charter: it’s original business objectives, inclusions/exclusions and assumptions. The CCB must approve only those changes that enhance the enterprise while never loosing sight of the original objectives.
Remember, you don’t have to include all changes in this project; you can always enhance this project after the initial roll-out.
