In the last article I described the idea behind becoming a very highly valued five-tools project manager. This time, let’s look at the first tool, the project charter.
To start, recognize that all projects have a charter.
I’m not suggesting all projects have a written or even a conscious charter, however. Too many project teams fail to formulate a charter intentionally but rather drift – or blunder – into various facts they’ll later wish they’d known at the start.
Because when projects go south, they usually do so from the very beginning. The team doesn’t realize it, of . . . [more]