Team charter guideline

The charter is a document that can help gain alignment and focus among all key players as to the value added of the work to be done relative to business success. Done effectively, the charter will help ensure the quick achievement of the desired results with minimum rework. The following are thoughts on how to be more effective:

Purpose Of Chartering:  The charter should be looked at as a bilateral contract insuring that our scarce resources are working on projects which are sanctioned as important by the Sponsor. It also specifies what Management will be held accountable to support the project. Chartering is really designed for teams/work groups/task forces; however, individuals may find the chartering process helpful. Don't make the chartering process too cumbersome, keep it simple.

"Make The Obvious Obvious" . . .  By Writing It Down:  It's especially important for work done by a group that holds no "positional authority" to put in writing via the charter understanding of purpose and intent:

1. The real value added by this work.

2. The hard number measures of what success looks like to the Sponsor and affected parties.

3. The critical boundaries and givens of the project so everyone is clear on the scope.

4. Define a "sunset" clause when the work will be completed and the group will disband.

The biggest challenge of projects is not usually doing the actual work but in getting the up front alignment and measures right.

Choosing A Sponsor:  The Sponsor (and there should be only one) should be a key beneficiary of the work. He or she is usually a "high-level process owner" and/or a line manager. Realize that a cross functional project may require more than one Sponsor. The real value of chartering comes from the relentless pursuing of clarity that is driven from a fully engaged debate between the team and Management. This can not be done by passing a document around, but must happen face to face to air the issues. The Sponsor's responsibility is to invest resources (people, time, money, etc.) to get things done. The Sponsor also uniquely owns achieving and maintaining alignment.

Team Selection:  Team membership should be 9 or less with the ideal being 7, and this work is significant enough to be reflected on the individual's Work and Development Plan. People on the team should have skills, knowledge, and reflect the right diversity to deliver a top quality product. Don't worry too much about insuring everyone at all levels of the organization are included on the team just to get alignment; it generally only slows down the process and causes rework. Expect larger teams to increase the project time geometrically. Because team formation often happens at the same time as chartering, it is important that chartering and team join up be effectively linked. The actual team formation elements (role definition, training, team norms, etc.) may also be addressed. The sponsor should be present at the first team meeting as a "kick off".

The Review Process:  Reviews with the Sponsor and the team at the right frequency are critical for success. The review process and frequency should be detailed in the charter. Reviews may be set by time elapsed or by key dates or accomplishment points. The frequency should fit the needs of both the customer and the team doing the work. The reviewer's role is to make sure the team has all it needs for success and not to provide a higher level "point of view" on how to do the work.

Additional Comments And Tips:

- Chartering is easiest when the organization's vision is clear.

- Get signatures on the charter.  It is a real sign of commitment in Company's culture.

- Also get other key stakeholders -- particularly those who can "say no" -- to agree to the charter.

- The charter should be a living document.  Amend it with the sponsor as needed to reflect changing needs and conditions discovered either by the team or the sponsor

- Declare what approach or methodology the team will use to do the work

- Don't forget the old search and reapply early in the process.  Use the Work Process Change database and other networks to see if similar work has been done elsewhere.

- Decide on the measures, and measure them!

- Get on with it; the chartering process can become the "Getting ready to get ready process".

- Realize "When there is a lot of flack, we are likely over the target."

- The best teams start, do the job, finish, and disband.