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Project Charter Elements


When considering the elements of a project charter, project managers focus on the three vitally important elements of scope, cost, and time. Project managers call these elements the “triple constraint” and group them together, as modifying one will typically affect the remaining two. Although the “triple constraint” may serve as the backbone of a project charter, other elements can also prove to be important.


In this Discussion, you analyze how the “triple constraint” impacts the development of a project charter and describe two additional project charter elements that you believe to be influential.


To prepare:


  • Review this week’s Learning Resources on the elements of a project charter.
  • Think about the impact of SCOPE on the development of a project charter.
  • By Day 1 of this week, your Instructor will assign you one element of the “triple constraint.”(SCOPE) Reflect on how SCOPE impacts the development of a project charter.
  • Consider which project charter elements aside from the “triple constraint” are highly influential.




Post in 24 hours a minimum of 550 words in APA format with a minimum of 3 references which include:


1) An analysis of how the element of the “triple constraint” (SCOPE) that you were assigned impacts the development of a project charter.


2) Describe two additional elements of a project charter that you believe to be highly influential. Provide a rationale for your selections.




Required Readings




Biafore, B. (2010). Microsoft Project 2010: The missing manual. Sebastopol, CA: O’Reilly.


  • Chapter 1, “Projects: In the Beginning”
    • “Publicizing a Project and Its Manager” (pp. 35–37)




In this section of Chapter 1, the author describes the typical elements of a project charter. The author also provides guidelines for generating stakeholder support using a project charter.




Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.


  • Chapter 3, “Project Management”
    • “Prepare Project Charter” (pp. 42–43)


 This section of Chapter 3 explains the basic principles of preparing a project charter. The authors summarize a project charter’s key elements.




Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.


  • Chapter 3, “Project Management Processes” (pp. 47–61)


 Review this chapter, which supplies information on managing a single project that uses networked processes. The chapter describes project management processes related to each phase of a project. Chapter 4, “Project Integration Management”


    • 4.1, “Develop Project Charter” (pp. 66–72)


 This section of Chapter 4 details the process of developing a project charter. The text focuses on the inputs, outputs, and tools and techniques of project chartering.




Patel, V. N. (2008). Project management [Ebrary version]. Jaipur, India: Oxford.


Retrieved from the Walden Library databases.


  • Chapter 2, “Project Origination/Initiation” (pp. 22–74)


 This chapter explores the initiation phase of a project in great detail. The chapter focuses on the key tasks and performers of this phase.




Cortelyou-Ward, K., Noblin, A., & Martin, J. (2011). Electronic health record project initiation and early planning in a community health center. Health Care Manager30(2), 118–124


Retrieved from the Walden Library databases.




This article explores the application of project initiation and early planning in a community health center. The authors delve into the issues of quality improvement, planning, and finance.




Kloppenborg, T. (2012). Project selection and initiation questions leading to good risk management [Special section]. PM World Today14(1), 1–5.


Retrieved from the Walden Library databases.


 This article presents questions that project managers may ask to promote effective risk management. The author details questions applicable to the creation of a project charter and the selection of a project.
 (n.d.). Project charter. Retrieved March 12, 2013, from


 This is one of the three files for this week that are examples of project charters for health care organizations.




Hart, S. (2012, July 28). PM-foundations – the project charter [Blog post]. Retrieved from


 The author of this article reviews the basic elements and considerations of a project charter. In particular, the article explains project charter content, the assignment of charter responsibilities, and six attributes of a good project charter.






Karim, S. (2012, May 24). A project with no project charter? [Blog post]. Retrieved from


 This article focuses on cases in which projects have no corresponding project charter. The author specifies reasons for neglecting a charter and analyzes the potential negative repercussions.






Microsoft Corporation. (2012c). Project management goal: Initiate a project. Retrieved from


 This article describes the process of initiating a project. The article provides a large-scale overview of planning a project.






Microsoft Corporation. (2012e). The project triangle. Retrieved from


 This article examines the impact of time, money, and scope on any project. The article suggests various strategies for balancing these three constraints.






Purdue University. (2006). Electronic health record project charter. Retrieved from




This is one of the three files for this week that are examples of project charters for health care organizations.






University of Wisconsin-Madison. (2006). Course guides on the web: Project charter (Version 2.2). Retrieved from


 This is one of the three files for this week that are examples of project charters for health care organizations.






Document: Team Project Scenario (PDF)


 This document contains the scenario you will use for your Team Project.




Document: Team Project Overview (PDF)


 This document provides an overview of the Team Project you will work on throughout this course.




Required Media


Laureate Education (Producer). (2013f). Project initiation [Video file]. Retrieved from




Note: The approximate length of this media piece is 13 minutes.




In this video, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss how a project gets off the ground, who and what should be included in initial planning, the consideration of project risks, and the crucial role communication plays throughout the process.








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