PROJECT CHARTER FORM

Project Title:	[Insert Name of Project]	Target Quarter Completion Date:	[Insert Date]

Business Objective
[Description of Business Objective]

Project Manager(s)
[Name of Project Manager] [Name of Co-Project Manager]

Project Manager’s Authority
[Describe the Project Manager's Authority on the Project]

Measure of Success
[Insert the MOS]

High Level Achievements (HLA’s) [As measured by…]

Constraints
[List the Restrictions Imposed by Management or external factors]

Assumptions
[Describe assumptions that have a major influence on the Project]

Identified Stakeholders
[Insert the Stakeholder Name]	[Insert Stakeholder's Title and Department]

Identified Risks
[List the known Risks to the Project]

Impacted Organizations and Systems/Applications
[List the specific Department Names and OIT Computer Systems/Applications Impacted]

APPROVALS
Name	Title	Signature	Date
[Insert Name]	[Insert Title]
[Insert Name]	[Insert Title]
[Insert Name]	[Insert Title]
[Insert Name]	[Insert Title]
[Insert Name]	[Insert Title]

Attachments
[List the Attachment's Name or insert the embedded document/hyperlink]

[REMOVE THE FOLLOWING PAGES AFTER COMPLETING THE PROJECT CHARTER]

PROJECT CHARTER INSTRUCTIONS

The Project Charter is the document that formally authorizes the project to begin and sets the goals of the project. This document is created and approved by the Steering Committee and sets the direction and parameters for the Implementation Team to follow. It details the business objective the project will address as well as high level achievements (goals), constraints, assumptions, affected stakeholders, known risks, and areas impacted by the project. Because the charter is developed so early in the project, it provides a broad level of detail, describing the end results, but not all the processes that will be used to achieve those results.

Project Deliverable	Requirements by Project Size
Initiating Phase	Large	Medium	Small	Requirements	Approvals
Project Charter	R	R	R	The Project Manager(s) MUST NOT move ahead with the project until the Steering Committee has approved the Project Charter for all project sizes.	The Project Charter is created, approved and signed-off by the Steering Committee.

Project Title – Specify a name for the project to be called by the organization.

Target Quarter Completion Date – Specify the quarter and year that the Steering Committee would like the project to be completed, i.e., 3rd quarter 2009. This date will provide the Implementation Team with some guidance on a completion timeframe for the project. However, the date is not mandatory and will be confirmed later in the Planning Phase when the Implementation Team creates the project schedule through the HLA Network process.

Business Objective – Describe the business objective that this project will address, including but not limited to, the relationship of the project to the organizational objectives and the resources required for a successful completion.

Project Manager and Authority – Describe the Project Manager’s authority on the project, to give assignments directly to resources of the project, as well as the influence to comment on and reward any resources who spend more than a certain percentage of their work hours on the project.

Measure of Success (MOS) – This section differs from the Business Objective in that it describes the final deliverable and business result which the project will produce. The Measure of Success should be a statement that specifies exactly what the Steering Committee expects this project to produce along with a measured achievement.

High Level Achievements (HLAs) – The HLAs are a series of broad achievements (goals). Each achievement (HLA) on its own can standalone and be successfully completed; however, when all HLAs are combined the end result is a completed Measure of Success (MOS). Please describe how a HLA will be measured as to assess its successful completion.

Constraints – List the restrictions imposed by management or the outside world on the project budget, duration or resources.

Assumptions – List a wide variety of potential impacts on the project, aspects of the project we assume to be correct or accurate.

Identified Stakeholders – The Steering Committee members and other key individuals will be listed on the Project Charter. The Steering Committee is responsible for the overall direction and success of the project and is the author of this document. Other key members are individuals that the Steering Committee has identified who directly impact the project.

Identified Risks – List any project risk that the Steering Committee has identified so that the Implementation Team can appropriately plan for the risk as opposed to just reacting to it.

List the Known Areas and/or Impacted Systems – List the known departments that this project will impact, i.e., Core Services and Technologies (CST) for acquisition of hardware. Also, list any IS&T computer systems that will be impacted by the implementation of this project, i.e., SCT General Financials.

APPROVALS – Specify the Steering Committee names that will be required to sign-off and approve the Project Charter. (Please refer to the PMO Project Methodology for approval methods.)

Attachments – List any attachments that will be included with the final Project Charter.

Revision # - The revision number will start at 1.0 and change in the following situations:

The first number of the revision number 1.0 only changes if the charter gets approved and then needs to be edited or changed at a later date. The second number of the revision number changes each time you send it to the steering committee for approval and the charter is rejected requiring changes. At that point you would update the second number 1.1. The document would then be resent back to the Steering Committee for approval.

PROJECT CHARTER EXAMPLE

Project Title:	E-Procurement Project	Target Quarter Completion Date:	2nd Quarter 2009

Business Objective
Electronic purchasing system as required by recommendations from Justice Stein report and Purchasing Review Team.

Project Manager
Frances Haies

Project Manager’s Authority
The Project Manager has the authority to assign work directly to all Implementation Team members without management approval. Also, the project manager can replace Implementation Team members pending Steering Committee approval.

Measure of Success
Successfully implement the HigherMarkets solution with the following modules: Spend Director Requisition Manager Order Manager Settlement Manager Contract Manager Reporting Manager This System will include an “Amazon” like shopping experience with initially, 10 vendor catalogs, at least 2 vendors being invoiced electronically and at least 20% reduction in cycle time.

High Level Achievements
Successfully implement the IFEP middleware on a suitable platform with the necessary supporting software with an available time of 99%.
Successfully implement the web hosted HigherMarkets solution with SciQuest to98% of purchasing users.
Map 100% of vendor catalog items onto the existing or edited UMDNJ commodity codes and successfully enter this data into the HigherMarkets database.
Define 95% of the approval queues process that will be utilized with the HighMarkets purchasing solution.
Evaluate the feasibility of including 3-way matching into phase 1.
Constraints
Limited staffing resources, purchasing PM, Core Systems & SGHE Managed Services Not to exceed approved plant fund budget. . Time Line/limit on the SciQuest Contract (180 days)

Assumptions
There will be a limited amount of configuration required for the SciQuest HigherMarkets solution. Focus groups will only add superficial feed back on functionality. SciQuest will find a solution to the “standing” order issue and all stakeholders will sign off on it.

Identified Stakeholders
Denise Romano	CIO, IST
Thomas Kenyon	VP, Purchasing
Larry D’Ambrosa	Purchasing
Joseph Konopka	IS&T BST
Bill Lansbury	IS&T CST
Frances Haies	Project Manager, PMO
Sharon Bushelli	Director Special Projects, Finance
Daniel Young	Manager Contract Mgmt, Purchasing
John Stamos	Manager, Sunguard Professional Services

Identified Risks
SciQuest contract which was negotiated by the purchasing group prior to PMO project involvement contains a stipulation that if the project implementation takes more than 180 days than a change order for additional professional services will be required. Unfortunately, the contract does not mention the rate at which these "additional" services will be charged. Given the nature of the UMD environment this potential delay is a legitimate concern to the PMO project manager.

List the Known Areas and/or Impacted Systems
UMDNJ IS&T Core Systems and Technologies – project hardware UMDNJ Schools and Units – utilizing new purchasing system SCT Sungard Financial Banner system

APPROVALS
Name	Signature	Date
Denise Romano	CIO – Sponsor
Thomas Kenyon	VP – Sponsor
Joseph Konopka	Director IS&T BST
Frances Haies	PMO Project Manager
Sharon Bushelli	Director, Special Projects
Daniel Young	Mgr., Contract Mgmt.
Larry D’Ambrosa	Co-Project Manager, Purchasing

Attachments
E-Procurement Budget