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Abstract
There is always a risk of failure in major Information & Communication Technology (ICT) projects, including in governmental acquisition contracts (The Standish Group, 2009). Therefore, something different needs to be done to achieve better results. Part of the answer may be to ensure a clear understanding and definition of the project from the beginning, using some form of Project Charter (McKeever, 2006). Although their concept is not new, the use of Project Charters is far from universal, and is inconsistent. The role they play in projects is perceived differently by people at different levels (Kerzner, 2009). PMBOK defines a Project Charter as a project authorisation instrument.
We propose that it also has another role, as a communication tool. The aim of this research is to develop a model for a Project Charter and guidelines for its use in order to ensure it is efficient and effective in practice. This research compares different proposals for the contents of a Project Charter, proposes a new model for a Project Charter and maps existing approaches to this model. Responses to a survey on the use of Project Charters are analysed (eighty-six responses were received, mainly from experienced project managers) to identify how Project Charters are used, how they could/should be used and how their use relates to a project s success.
We investigate correlations between the use of a Project Charter, each of its individual elements and project success using a proposed quantitative model of project success (extension of traditional project success indicators: budget/cost, time/schedule, quality/scope). We present results of empirical research surrounding the proposal that project outcomes can be improved by using a Project Charter as an instrument for both communication and authorisation. Two hypotheses for identifying what should be the structure and purpose of a Project Charter are put forward:
1. the use of a Project Charter with a particular structure will contribute to the successful outcome of a project; and
2. a Project Charter is a communication as well as an authorisation instrument.
Both hypotheses were supported, with the best results occurring in projects that used a Project Charter for communication and authorisation. Based on our findings, the thesis concludes with recommendations as to the content of a Project Charter and its use.