A project charter should be more than a formality—it should be a blueprint for success. Yet too often, charters are vague, overly complex, or misaligned with strategic goals, setting projects up for confusion and failure before they even begin.
The biggest mistakes? Lack of clear business value, undefined success criteria, and weak stakeholder alignment. A strong charter doesn’t just outline scope and deliverables—it establishes why the project matters, how success will be measured, and who is accountable for results. It should be a living document that guides decision-making, not a forgotten PDF buried in a folder.
A great charter answers three critical questions:
1. What problem are we solving?
2. What does success look like?
3. How does this project advance our strategic goals?
When these elements are clear, teams stay focused, stakeholders stay engaged, and projects deliver meaningful impact.
A project charter isn’t just paperwork—it’s the foundation of execution. Does yours set the stage for success or just check a box?
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About the Writer
Dr. Brian Williamson is the Executive Director with PMO Advisory and a Visiting Lecturer in Leadership and Management Studies at the University of Oxford. A global authority in business transformation, employee experience, and purpose-driven project management, he has authored multiple books.
