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The project initiation process group consists of two processes. The first process is the development of the project charter. The second process, developing the preliminary project scope statement, is discussed in a later section. The project charter is the initial document that describes the project at a high level and formally authorizes the project. PMI requires that a project charter be created and accepted before a project is considered official. As a PMP, you will be required to insist on a project charter before proceeding in the role of project manager.
Authorization from the stakeholders is necessary for the project manager to allocate resources and actually perform the work of the project. Even before bestowing authorization, the stakeholders must assign the project manager to the project. The project charter provides the framework for carrying out these actions. It is also the first deliverable of the project and sets the stage for the whole project. Remembering the output of this process is easy because the only output is the project charter document. The inputs are more numerous, however. Table 2.1 lists the inputs, the tools and techniques, and the output for the develop project charter process.
As you study for the PMP exam, don't just memorize each of the inputs, tools, techniques, and outputs for each process. Really think about why PMI put them where they are. In the case of the develop project charter process, ask yourself what you need before you start. Each piece of information you need to start the process of creating the project charter is represented in the input section. You need some sort of document that specifies the need for the project (contract or statement of work). You also need to understand the policies and procedures governing projects for your organization. After you have all the necessary information to start, you can start the process of developing the project charter. During the project charter development, you will use some, or all, of the tools and techniques listed in Table 2.1, which lists the various methods used to take input data and create output data. In the case of the project charter, the only output is the project charter itself. The main point to listing each of the inputs, tools, techniques, and outputs for each process is to understand each component of each process. Don't just memorize the tables! Really think through why each element is included. Because the development of the project charter is the first project activity, much of the work to produce the input for this process occurs either before the project initiation or within the scope of another project. Most of the input for this process serves to define the project and the environment in which it exists. After the input information has been collected, the project initiator compiles and issues the project charter. The initiator must be someone who holds the authority to fund the project. Although it is desirable to assign a project manager early in the process, the project manager is not absolutely necessary to issue the project charter. It is important that the stakeholders have a material role in the creation of the project charter. The project manager, if one has been assigned at this point, can be the one to actually do the work of compiling the stakeholders' needs, but the actual input for the project charter and the authority to issue it comes from the project initiator. The main reason so much emphasis is put on the project charter is that it provides the first and best opportunity for the stakeholders to really think through a project before the work begins and gives everyone a chance to consider the project before committing to it. There is no standard format for a project charter, but each project charter should address these areas:
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