There is a debate in my office. Some say the Project Manager should write the charter, but others argue that since the PM isn't officially assigned until the charter is signed, it should be the Sponsor or the Business Analyst. What is the actual standard for this, and how does it work in the real world compared to the PMP exam?
3 answers
According to PMBOK, the Project Sponsor is officially responsible for the charter. However, in the "real world," the Sponsor rarely has the time or the template knowledge to write it. Usually, the Sponsor identifies the business need, and a Project Manager (often pre-assigned) or a Business Analyst actually drafts the document. The key is that the Sponsor must sign it. For the PMP exam, remember: the Sponsor issues the charter, but the PM can assist in its creation. This distinction is vital for answering situational questions correctly on the exam.
Does it really matter who types it as long as the authority is clear? I’ve seen charters written by committee that ended up being way more effective than those written by a single person.
The Business Analyst often starts the work during the business case phase, and the PM takes it over once the project is selected for the portfolio. It's a relay race.
Exactly, Thomas. In my company, the BA does the heavy lifting on the "Business Need" section, and I fill in the "High-Level Risks" and "Milestones" once I'm brought in.
Steven, it matters because of "buy-in." If a PM writes it without the Sponsor’s deep involvement, the Sponsor might sign it without fully realizing the resource commitments they are making. I’ve seen projects fail in month three because the Sponsor claimed they "didn't realize" they were committing their best engineers to the project full-time. Kimberly, your point about the PMP exam is a lifesaver—I have my test next week and that specific detail was tripping me up!