Program Charter Insert Program Name

Program Charter – [Insert Program Name]

Program Charter
[Insert Program Name] /

Purpose of ProgramCharter

The purpose of the program charter is to clearly outline what is to be done and authorize the Program Manager to proceed and apply organizational resources. The charter provides the opportunity to authorize the program based on measurable objectives in relation to a business need and identified strategic benefits. The program charter is not meant to approve the program, which was done through intake, nor to document how things will be done, which is done through planning (after initiation is complete), as well as charters and plans for the component projects. It is simply documentation around the authorization provided to the Program Manager for that program. The program charter is part of the Portfolio Management Group’s program initiation process.

The program charter shares the vision to achieve consensus between key players and components (projects and initiatives) of the program. Each component project should have its own project charter that aligns with the overall program charter.

ProgramCharter Participants and Approvers

Input into the program charter may come from many different sources including, but not limited to,Sponsor, senior leadership, program intake form and/or business case, organizational and/or business unit strategic plans and initiatives, component project documentation (if already in progress), initial analysis/research done when proposing the program, subject matter experts within business unit(s), and other stakeholders (such as staff, students, faculty).

The author is typically theProgram Manager for the program. If somebody else authors the charter, the Program Manager will still provide a signature that they agree to execute the program according to the documented parameters.

The approver of the program charter is the Sponsor.

Instructions

Research and understand program information by reading any prior documentation (such as intake form(s), business case(s), and research/analysis) and speaking to Sponsor and other stakeholders. A program business case will have already been approved and will contain information with regards to justification and strategic alignment.
Create the program charter with input from applicable stakeholders and Sponsor by filling out the sections in the template. The green italic text contains instructions for filling out the template and can be removed for the final version of the document.
Review charter with applicable stakeholders for accuracy and completeness, if required.
Obtain appropriate approval for program charter to indicate agreement between the Program Manager and Sponsor about the parameters of the program and authorizing the Program Manager to begin.
Scan the signed program charter and upload to the Project Knowledge Base

Next Steps

Once the program charter has been approved, the Program Manager can begin framing the program in more detail, using a program management plan, which will also include details on the benefits (documented in a Benefits Register), and a benefits realization plan. Based on the Program Manager’s understanding of stakeholders, he/she can then talk to Functional Managers to negotiate time from their resources for the program, initiatives, and projects to schedule a program kickoff meeting. The Program Manager can also start documenting the risks in a program risk register.

Program Overview

Provide a paragraph or two describing the program and state the purpose of why the program is being executed. Links to previous documents such as the business case or intake form should be included to keep this section brief since those documents contain justification, strategic alignment, etc.

[Insert Program Overview]

Benefit Statement

Outline why this program is important and what it needs to achieve. What is the business problem this program is meant to solve, or business opportunity it is meant to take advantage of?

[Insert Business Benefit Statement here]

Program Benefits

The purpose of establishing a program is for benefits management and realization. List the expected benefits of the program and their respective measurements. This is an initial, high level list of benefits, since a more detailed list with further details will later be tracked through a benefits register for the duration of the program.

[Insert Program Benefits here]

Program Vision/Goal

The program vision (or goal) summarizes the desired future state, after benefit delivery, in one to three short, compelling sentences. The vision communicates the end-goal to all stakeholders in terms they understand with words that achieve buy-in and motivation. (Example: To create an innovative, collaborative environment that delivers leading-edge, reliable technology solutions worldwide)

[Insert Program Vision here]

Program Objectives

Provide a brief, concise statement of what the objectives of the program would be. Objectives should be SMART (specific, measurable, assignable, realistic, and time-related).

[Insert Program Goals here]

Program Scope

What is and is not included in the scope of this program? If scope will be accomplished through various phases, include that information in this section.

[Insert Program Scope here]

Program Success Criteria

Describe whatcriteria will be used to measure the success of the program,known at the time of program definition, by providing measurable objectives and benefits in the charts below. Consideration should be given to what can be measured upon program closure, and what may have to be measured after closure and transitioned to the functional manager who is in charge of the products/services from an operations perspective after program closure. This success criteria should be defined at the program level; projects within the program will have their own success criteria and measures established for that particular set of objectives and deliverable. It is understood that this list will change as the program evolves through planning and execution.

Program success will be measured based upon whether the program delivered what was asked for, whether there were benefits achieved throughout the program, and the process to get there. The list of preliminary success criteria is listed in the charts below. This list will be further expanded with changes tracked in the program management plan.

Success of Products/Services (Scope, Quality)

How will it be determined that what is delivered through the program components are what was asked for, relevant to program constraints such as scope and quality?

Criteria for Success of Products/Services / Planned Measurement(s)
e.g. The sum of the program components have delivered a new, fully functioning, integrated set of human resources and payroll modules to fully replace the legacy system. / Decommissioning of the legacy set of human resources and payroll information systems?
Fully automated integrations with other campus information systems for human resources and payroll data

Success of Outcome (delivery of benefits/objectives/vision)

How will it be determined that what is delivered provides benefit to people and achieves the program vision?

Criteria for Success of Outcome / Planned Measurement(s)
e.g. simplification and automation of business processes within end deliverables, resulting in reduced time for departments to recruit for open positions, hire the successful incumbent, and process the incumbent’s first pay / # of days between the job posting and the date the incumbent is hired and data entered for payroll
time to enter data and perform transactions in new systems by HR staff for the process
Department satisfaction with new automated process, user interface, and overall experience

Success of Process (how the program was managed)

How will it be determined that the process that was followed to achieve the program’s end deliverable(s) was successful (considering process activities such as oversight of program components, resource management, budget management, schedule management, team satisfaction, change management, communication, benefits management, transition to operations, sponsor satisfaction, procurement management, et cetera)?

Criteria for Success of Process / Planned Measurement(s)
e.g. Dependencies and priorities between program components were managed effectively and controlled by Program Manager / Program components were executed according to priorities based on constraints such as resourcing.
The program roadmap and timing reflected dependencies between components so that work did not start and stop during program execution.

Program Constraints

List the constraints(restrictions that could affect the performance of the program that limit resources, schedule, or scope and could affect quality) of the program?

It is important for the Program Manager to understand which of the resource/schedule/scope constraints are most to least flexible within the program as well. Include this information by making one ‘x’ on each row in the Triple Constraint Flexibility Matrix below. This information provides guidance on the Program Sponsor’s level of flexibility in these areas when determining trade-offs in planning and change control.

Describe any criteria for prioritizing components within the program while managing constraints (for example, if resources are constrained and a component has to be delayed, how is it decided which component is delayed).

[Insert Program Constraints here]

Triple Constraint Flexibility Matrix

Flexibility: / Least / Somewhat / Most
Resources
Schedule
Scope

Program Organization

Program Components & Milestones

What components (projects and initiatives) are required for this program? What are the approximate timelines for the program components? What are the program milestones? What is the impact of the component to the program? This can be documented with a roadmap/timeline illustration of the program with its components and milestones, and a brief description of each component and milestone.

[Insert Program Components & Milestones here]

Program Dependencies

What are the component dependencies/relationships? Are there other dependencies external to the program?

[Insert Program Dependencies here]

Program Governance

What is the recommended governance structure to manage, control, and support the program and its components? This is often best illustrated with a governance structure diagram.

[Insert Program Governance here]

Program Budget

What is the budget for the program, and how is it allocated across the program components? Who has funding authority for the budget?

[Insert Program Budget here]

Program Roles & Responsibilities

The text below contains standard roles and responsibilities for a standard program, therefore are not meant to provide an exact match to University position titles, job descriptions, or career path descriptions. One person may be responsible for more than one “role” on the program or within its components, or the responsibilities within a “role” may be performed by more than one person in the program. The responsibilities can be moved accordingly based on who will be doing what. If the who and what is not known, retain the standard roles and responsibilities until more information is known. If name and FTE estimates for the role are known at the time of initiation, that information can be included. A RACE chart for standard program roles and responsibilities can also be used.

These roles and responsibilities are from a program perspective. Further responsibilities and additional roles will be defined at the component level within initiative and project documentation.

Role / Responsibilities
Sponsor /

Accountable for the success of the program by
Ensuring the business needs are valid, strategic, correctly prioritized, and documented in the business case
Ensuring the program delivers the agreed sustainable business benefits, goals and objectives
Ensuring the program is properly launched
Ensuring changes to the program are properly approved
Resolving issues and conflicts and removing obstacles that are beyond the control of the Program Manager
Obtaining commitment and buy in from senior leadership
Obtaining and committing appropriate resources (budget and people)
Approve key program deliverables such as the business case, charter, milestones/stage gates, final sign off and closeout
Provide appropriate updates and negotiations/facilitations with senior leadership and IT Governance bodies for the scope of change introduced within a program

Program Manager / The Program Manager (PgM) is responsible for the success of the program. To achieve this, the PgM will:

Develop and implement program governance
Provide oversight, coordination, and manage dependencies of the set of projects and initiatives within the program
Monitor and respond to decisions, issues, and risks at the program level
Be accountable to executive sponsors for schedule, budget, and quality of all program elements
Create and execute program plan and schedule
Reviewcomponent project plans for conformance to program strategy, plan and schedule
Act as the communications conduit to executive sponsors and program board, and conductbriefings/status updates
Escalateissues, risks, and decisions to executive sponsors and program board, as necessary
Maintain program integrity and coherence
Manage cash inflows and outflows at program level
Ensure timely, cumulative benefit realization
Ensure proper allocation of resources
Develop, monitor, and control program through definition, benefit delivery, and closure

Project Manager / Ultimately, the PM is responsible for the success of his/her project(s) within the program. To achieve this, the PM works closely with the PgM and will:

Manage the project throughout its life cycle, based on the standard responsibilities of a Project Manager
Ensure the Project Team understands their role on the project, and how the projectcontributes towards the vision of the program
Secure acceptance and approval of deliverables and milestones related to the program
Communicate regular status updates to Program Manager
Escalate issues and risks to the Program Manager, when required
Create and achieve, in partnership with the sponsor and Program Manager, clear and attainable project objectives that align with stakeholder expectations, program vision, and program benefits/objectives
Ensure the project continues to align to project objectives and success criteria, as well as strategic vision of the program

Liaise with Program Manager, management and governance bodies, as required based upon risks, complexity, and impact of project

Program Governance /

Approve program and component project intake, and pull the plug if program or component projects are under-performing
Ensure appropriate prioritization criteria in place for component projects within the program when decisions have to be made due to constraints
Ensure that the program and every component project proposal uses the intake process, and contains a business case(s) stating alignment to UW, department and IT strategic plans, the objectives of the program and component projects and specifying the in-scope and out-of-scope aspects, a fully-costed (i.e., total cost of ownership) estimate, and clearly stated assumptions
Provide input to, review, and ensure appropriate approval of the business case
Ensure appropriate management of program and component projects
Assess compliance of the completed program deliverables to its original objectives and benefits
Review changes in scope, benefits, budget, schedule, and prioritization and ensure appropriate approval
Contribute to identification of all stakeholders
Assist with communication to stakeholders, as per agreed upon communications plan
Ensure a set of business-level requirements are defined and align with strategy, objectives, and benefits realization as agreed by all stakeholders
Ensure agreed upon specifications for deliverables
Appointment of a program manager, component project managers, program team members, and component project team members when necessary
Ensure clear assignment of roles and responsibilities
Review a current, published program management plan and schedule that spans all components and life cycle phases
Ensure and enable accurate status- and progress-reporting
Use the central document repository for program and component project artifacts
Ensure appropriate management and resolution of issues that arise during the program
Ensure appropriate management, communication and resolution of risks identified during the program
Manage escalated program issues and risks
Periodically review quality of key governance documents and of program deliverables

Program Business Change Manager /

Focus on realizing the change(s) the program will bring about
Prepare the operational environment for the change
Contribute to Benefits Management strategy
Realize and measure benefits delivered by the program
Monitor business stability for the change
Ensure business stability during transition
Optimize timing of delivery of outputs and transition activities with PgM
Ensure no double counting of benefits

Primary Stakeholders /

Commit and provide appropriate resources to the Program, if applicable
Educate about their business and objectives, ensuring the program and its components fits with their business strategy
Make timely decisions
Review and provide timely feedback
Ownership of business processes and procedures, and deliverables
Keep informed of progress, and send information to others who need to know
Approve key deliverables, if applicable
Identify and resolve any issues and risks

Subject Matter Experts (SMEs) / The responsibility of the SME is to ensure the facts and details are correct so that the deliverable(s) will meet the needs of the stakeholders, legislation, policies, standards, and best practices. To achieve this, SMEs will:

Accurately represent their business units’ needs
Validate the deliverables that describe the product(s), service(s), and benefits that the program will produce
Bring information about the program back to the customer community
Resolve issues relevant to deliverable(s) within their area of expertise
Obtain or provide approval for changes to rules, processes and policies

Customer / Provide representatives who will:

Have the authority to make decisions on behalf of the areas of their business unit(s) that will be using or be affected by the product(s) or service(s) the program will deliver
Achieve business unit consensus on issues and outputs, and communicate it to the team(s)
Attend requested meetings
Review and approve process deliverables
Provide appropriate subject matter expertise resources

Functional Managers / Functional Managers are directly responsible for function affect by deliverables, they will:

Communicate changes to their resources’ availability to the Program and Project Managers
Track status and understand impacts to their resources and areas of responsibility
assists the PgMand Program Business Change Manager in providing leadership and achieving buy in for that function, and preparing operational environment for the change(s)
Evaluate and assess overall effectiveness and quality of deliverable with Program Business Change Manager
Ensure performance of their function improved and cross-functional integration is working and effective with Program Business Change Manager
Participate in decision-making, relevant to impact on the functions he/she is responsible for
Communicate with Program Manager on any changes to the program that affects the quality or scope of deliverables
Ensure appropriate requirements for the deliverables are communicated and understood
Participate in risk and issue management with Program Manager, where required

Manager, PMO /

Accountable for program and project management methodology to be used for program and component projects
Accountable for program and component project health checks, when applicable
Provides skilled Program/Project Managers, where applicable, and monitors their performance
Provides guidance and advice towards program and component project deliverables, issues, processes, and risks when applicable
Assesses program and project size and complexity
Monitors program and component project performance for program/projects within PMO responsibility
Ensures program and project management artifacts appropriately signed and entered into applicable repositories
Assigns facilitators for lessons learned and project closure

Enterprise Architect /

Provides architectural guidance and support for IT related programs and projects
Assesses architecture fit and conformance with enterprise architecture
Documents reference architecture, principles, standards, and best practices
Conducts impact analysis to identify areas that might need to change in business, information, application, and technology architecture
Defines and documents integration requirements and identifies the appropriate future integration interface
Identifies information needs; develops and maintains the logical data model
Provides guidance for project/program deliverables, issues, processes, and risks
Recommends architecture strategy and provides planning consultation
Guides the project architecture design with project team members
Identifies and assesses potential risks
Evaluates program/project outcome
Develops performance and evaluation matrix
Reviews the solution architecture and update EA accordingly

Approval

This charter formally authorizes the [insert program name] program, based on the parameters outlined and the information known at the time of program initiation. It is understood that some of this information may change during planning and execution and, if so, will be discussed and documented through proper change management processes. This approval indicates an acknowledgement between the Sponsor and Program Manager of the program’s parameters, and authorizes the Program Manager to proceed with forming the team(s) and program kickoff.