Develop Project Charter – PMP Lecture Notes

Vocabulary flashcards that cover key inputs, tools, techniques, outputs, roles, and characteristics associated with the PMP process ‘Develop Project Charter.’

Develop Project Charter

The initiating process that creates a formal document authorizing a project and giving the project manager authority to apply resources.

Project Charter

Document that never changes; includes purpose, objectives, high-level scope, schedule, budget, risks, key stakeholders, PM authority, and preapproved funds.

Formal Project Initiation

Moment when the charter is signed—grants the PM legal authority to begin work.

Project Sponsor

Executive or external party who develops and signs the project charter.

Business Documents

Primary input category for the charter; includes business case and benefits management plan.

Agreements

Contracts, MOUs, or other formal arrangements used as inputs to charter creation.

Enterprise Environmental Factors (EEFs)

External or internal conditions—culture, market, regulations—that influence charter development.

Organizational Process Assets (OPAs)

Company policies, templates, and historical information leveraged while writing the charter.

Expert Judgment

Tool/technique: reliance on qualified experts to shape the charter’s content.

Data Gathering

Tool/technique family that collects requirements for the charter (e.g., brainstorming, focus groups, interviews).

Brainstorming

Unstructured idea-generation session used during data gathering for charter inputs.

Focus Groups

Facilitated discussions with stakeholders to gather charter requirements and expectations.

Interviews

One-on-one or small group conversations to capture detailed charter information.

Interpersonal and Team Skills

Skills set (conflict management, facilitation, meeting management) applied while developing the charter.

Conflict Management

Technique to handle differing stakeholder views during charter development.

Facilitation

Guiding group discussions to consensus on charter elements.

Meeting Management

Planning and running sessions effectively to draft or approve the charter.

Meetings

Formal or informal gatherings of stakeholders—a core tool for reviewing and approving the charter.

Assumption Log

Output that records assumptions and constraints identified while creating the charter.