How to write a project charter
A practical guide to writing a decision-ready project charter, with nine drafting steps, common mistakes, a worked example and approval guidance.
Guides, checklists and articles
Use plain-English guides, checklists and articles to understand the delivery problem, shape the artefact and choose the template or bundle that fits your workflow.
A practical guide to writing a decision-ready project charter, with nine drafting steps, common mistakes, a worked example and approval guidance.
A practical checklist for reviewing whether a project charter is clear enough to put to the authorised reviewer.
Plan the evidence, options, costs, benefits and recommendation that sponsors need before approving a project.
A practical checklist for confirming the authority, evidence, ownership, boundaries and early controls needed for a project's next approved stage.
Set up a stakeholder register that helps project managers plan engagement, communications and change activity.
Shape a kick-off meeting that confirms scope, roles, ways of working, governance, decisions and actions.
Understand the core sections of a practical project management plan and how they connect to delivery controls.
Check that scope is clear enough to support planning, change control and acceptance.
Create a useful risk register with clear causes, impacts, owners, treatments, dates and escalation rules.
Understand when to use a RAID log, when to use a risk register and how the two can work together.
Prepare a steering pack that separates information from decisions and gives sponsors a clear executive view.
Report project progress with RAG status, milestones, risks, issues, decisions, budget and next actions.
Run a change request process that assesses scope, schedule, cost, risk, quality and benefits impacts.
Check whether your issue log gives enough ownership, impact, priority, escalation and closure evidence.
Prepare UAT with clear scope, scenarios, participants, defects, acceptance criteria and sign-off expectations.
Plan handover, cutover, BAU ownership, training, communications, support and hypercare.
Close a project with acceptance, handover, residual actions, lessons, financial closure and benefits review.
Run a useful lessons workshop that turns project experience into practical improvement actions.
Define benefits, owners, measures, baselines, targets, dependencies and review cadence before delivery drifts.
Standardise PMO reporting with consistent project, programme, portfolio, risk, issue and decision views.