Phase 1 · Define
How to write a Project Charter, section by section
The Project Charter is the document that starts an improvement project: which problem it solves, why it matters, which goal it pursues and who takes part. It aligns the team and management before anyone invests time.
In short
A Project Charter is the one-page document that launches an improvement project: it states the problem, the business case, a measurable goal, the scope, the team and the milestones, and the sponsor signs it off before the work starts.
What it is
It fits on one page. Its core sections are the problem statement, the business case, the goal, the scope, the team and the key dates.
It is not set in stone: you review it at the end of the Measure phase, when the data confirms or corrects what was assumed at the start.
When to use it
- At the start of any DMAIC project, in the Define phase.
- When you need the backing of management or other departments.
- When a project is growing out of control and needs scoping again.
How to do it, step by step
- 1State the problem with data. What happens, where, since when and how much. No causes or solutions.
- 2Write the business case. Why it matters now: cost, customers, risk. A rough figure helps.
- 3Set a SMART goal. Specific, measurable, achievable, relevant and time-bound: from where to where, and by when.
- 4Mark the scope. What is in and what is out. It is what keeps the project under control.
- 5Name the team and the milestones. Who leads, who takes part, who sponsors, and the dates of each phase.
Worked example
Case: a plant that wants new operators to reach standard output sooner.
| Problem | A new operator takes 14 weeks to reach standard output, and 4 of the last 11 left within six months. |
|---|---|
| Business case | Each departure in the first six months costs about €11,000 in recruitment and lost output. |
| Goal | Cut time to standard output from 14 to 9 weeks, and six-month attrition from 36% to 15%, by 30 September. |
| Scope | In: machining and assembly operators, from day one to release to production. Out: office and engineering roles. |
| Team | Lead: training manager. Team: production, HR and two experienced operators. |
| Milestones | Define and Measure: 4 weeks · Analyze: 3 · Improve: 8 · Control: 6 months of follow-up. |
Common mistakes
- Putting the solution in the problem (“we lack a training programme”).
- Goals with no figure or date, impossible to check.
- A scope so wide that the project never ends.
- Writing it without talking to the project’s sponsor.
Frequently asked questions
Who writes the Project Charter?
The project leader drafts it with the team, and the sponsor approves it. The sponsor's signature is what commits time and resources to the project.
How long should a Project Charter be?
One page. If it needs more, the problem or the scope is not clear yet.
Does the charter change during the project?
It can, but on purpose: review it at each phase gate and record any change to scope, goal or dates, with the sponsor's agreement.
