Program Charter Insert Program Name

Program Charter [Insert Program Name]

Author: Type the author name Last Updated: May 10, 2018 Program Charter – [Insert Program Name]

Purpose of Program Charter The purpose of the program charter is to clearly outline what is to be done and authorize the Program Manager to proceed and apply organizational resources. The charter provides the opportunity to authorize the program based on measurable objectives in relation to a business need and identified strategic benefits. The program charter is not meant to approve the program, which was done through intake, nor to document how things will be done, which is done through planning (after initiation is complete), as well as charters and plans for the component projects. It is simply documentation around the authorization provided to the Program Manager for that program. The program charter is part of the Portfolio Management Group’s program initiation process. The program charter shares the vision to achieve consensus between key players and components (projects and initiatives) of the program. Each component project should have its own project charter that aligns with the overall program charter. Program Charter Participants and Approvers Input into the program charter may come from many different sources including, but not limited to, Sponsor, senior leadership, program intake form and/or business case, organizational and/or business unit strategic plans and initiatives, component project documentation (if already in progress), initial analysis/research done when proposing the program, subject matter experts within business unit(s), and other stakeholders (such as staff, students, faculty). The author is typically the Program Manager for the program. If somebody else authors the charter, the Program Manager will still provide a signature that they agree to execute the program according to the documented parameters. The approver of the program charter is the Sponsor. Instructions 1. Research and understand program information by reading any prior documentation (such as intake form(s), business case(s), and research/analysis) and speaking to Sponsor and other stakeholders. A program business case will have already been approved and will contain information with regards to justification and strategic alignment. 2. Create the program charter with input from applicable stakeholders and Sponsor by filling out the sections in the template. The green italic text contains instructions for filling out the template and can be removed for the final version of the document. 3. Review charter with applicable stakeholders for accuracy and completeness, if required. 4. Obtain appropriate approval for program charter to indicate agreement between the Program Manager and Sponsor about the parameters of the program and authorizing the Program Manager to begin. 5. Scan the signed program charter and upload to the Project Knowledge Base Next Steps Once the program charter has been approved, the Program Manager can begin framing the program in more detail, using a program management plan, which will also include details on the benefits (documented in a Benefits Register), and a benefits realization plan. Based on the Program Manager’s understanding of stakeholders, he/she can then talk to Functional Managers to negotiate time from their resources for the program, initiatives, and projects to schedule a program kickoff meeting. The Program Manager can also start documenting the risks in a program risk register.

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Program Overview Provide a paragraph or two describing the program and state the purpose of why the program is being executed. Links to previous documents such as the business case or intake form should be included to keep this section brief since those documents contain justification, strategic alignment, etc. [Insert Program Overview] Program Vision The program vision summarizes the desired future state, after benefit delivery, in one to three short, compelling sentences. The vision communicates the end-goal to all stakeholders in terms they understand with words that achieve buy-in and motivation. (Example: To create an innovative, collaborative environment that delivers leading-edge, reliable technology solutions worldwide) [Insert Program Vision] Benefit Statement Outline why this program is important and what it needs to achieve. What is the business problem this program is meant to solve, or business opportunity it is meant to take advantage of? [Insert Business Benefit Statement here] Program Goals Provide a brief, concise statement of what the goal(s) of the program would be (this would be similar to a mission statement). Goals should be realistic, achievable and measurable. [Insert Program Goals here] Program Benefits The purpose of establishing a program is for benefits management and realization. List the expected benefits of the program and their respective measurements. This is an initial, high level list of benefits, since a more detailed list with further details will later be tracked through a benefits register for the duration of the program. [Insert Program Benefits here] Program Scope What is and is not included in the scope of this program? If scope will be accomplished through various phases, include that information in this section. [Insert Program Scope here] Program Success Criteria What is required for the success of this program, accounting for factors that contribute towards the realization of the benefits and goals? The success criteria should be unambiguous, observable and traceable back to the program goals and benefits. [Insert Program Success Criteria here]

Program Constraints List the constraints (restrictions that could affect the performance of the program that limit resources, schedule, or scope and could affect quality) of the program? It is important for the Program Manager to understand which of the resource/schedule/scope constraints are most to least flexible within the program as well. Include this information by making one ‘x’ on each row in the Triple Constraint Flexibility Matrix below. This information provides guidance on the Program Sponsor’s level of flexibility in these areas when determining trade-offs in planning and change control. Describe any criteria for prioritizing components within the program while managing constraints (for example, if resources are constrained and a component has to be delayed, how is it decided which component is delayed). [Insert Program Constraints here] Triple Constraint Flexibility Matrix

FLEXIBILITY: LEAST SOMEWHAT MOST Resources Schedule Scope

Program Organization Program Components & Milestones What components (projects and initiatives) are required for this program? What are the approximate timelines for the program components? What are the program milestones? What is the impact of the component to the program? This can be documented with a roadmap/timeline illustration of the program with its components and milestones, and a brief description of each component and milestone. [Insert Program Components & Milestones here] Program Dependencies What are the component dependencies/relationships? Are there other dependencies external to the program? [Insert Program Dependencies here] Program Governance What is the recommended governance structure to manage, control, and support the program and its components? This is often best illustrated with a governance structure diagram. [Insert Program Governance here] Program Budget What is the budget for the program, and how is it allocated across the program components? Who has funding authority for the budget? [Insert Program Budget here]

Program Roles & Responsibilities The text below contains standard roles and responsibilities for a standard program, therefore are not meant to provide an exact match to University position titles, job descriptions, or career path descriptions. One person may be responsible for more than one “role” on the program or within its components, or the responsibilities within a “role” may be performed by more than one person in the program. The responsibilities can be moved accordingly based on who will be doing what. If the who and what is not known, retain the standard roles and responsibilities until more information is known. If name and FTE estimates for the role are known at the time of initiation, that information can be included. A RACE chart for standard program roles and responsibilities can also be used. These roles and responsibilities are from a program perspective. Further responsibilities and additional roles will be defined at the component level within initiative and project documentation. Role Responsibilities Sponsor  Accountable for the success of the program by o Ensuring the business needs are valid, strategic, correctly prioritized, and documented in the business case o Ensuring the program delivers the agreed sustainable business benefits, goals and objectives o Ensuring the program is properly launched o Ensuring changes to the program are properly approved o Resolving issues and conflicts and removing obstacles that are beyond the control of the Program Manager o Obtaining commitment and buy in from senior leadership o Obtaining and committing appropriate resources (budget and people)  Approve key program deliverables such as the business case, charter, milestones/stage gates, final sign off and closeout  Provide appropriate updates and negotiations/facilitations with senior leadership and IT Governance bodies for the scope of change introduced within a program

Program The Program Manager (PgM) is responsible for the success of the program. Manager To achieve this, the PgM will:  Develop and implement program governance  Provide oversight, coordination, and manage dependencies of the set of projects and initiatives within the program  Monitor and respond to decisions, issues, and risks at the program level  Be accountable to executive sponsors for schedule, budget, and quality of all program elements  Create and execute program plan and schedule  Review component project plans for conformance to program

Role Responsibilities strategy, plan and schedule  Act as the communications conduit to executive sponsors and program board, and conduct briefings/status updates  Escalate issues, risks, and decisions to executive sponsors and program board, as necessary  Maintain program integrity and coherence  Manage cash inflows and outflows at program level  Ensure timely, cumulative benefit realization  Ensure proper allocation of resources  Develop, monitor, and control program through definition, benefit delivery, and closure

Project Ultimately, the PM is responsible for the success of his/her project(s) within Manager the program. To achieve this, the PM works closely with the PgM and will:  Manage the project throughout its life cycle, based on the standard responsibilities of a Project Manager  Ensure the Project Team understands their role on the project, and how the project contributes towards the vision of the program  Secure acceptance and approval of deliverables and milestones related to the program  Communicate regular status updates to Program Manager  Escalate issues and risks to the Program Manager, when required  Create and achieve, in partnership with the sponsor and Program Manager, clear and attainable project objectives that align with stakeholder expectations, program vision, and program benefits/objectives  Ensure the project continues to align to project objectives and success criteria, as well as strategic vision of the program  Liaise with Program Manager, management and governance bodies, as required based upon risks, complexity, and impact of project Program  Approve program and component project intake, and pull the plug if Governance program or component projects are under-performing  Ensure appropriate prioritization criteria in place for component projects within the program when decisions have to be made due to constraints  Ensure that the program and every component project proposal uses the intake process, and contains a business case(s) stating alignment to UW, department and IT strategic plans, the objectives of the program and component projects and specifying the in-scope and out-of-scope aspects, a fully-costed (i.e., total cost of ownership) estimate, and clearly stated assumptions

Role Responsibilities  Provide input to, review, and ensure appropriate approval of the business case  Ensure appropriate management of program and component projects  Assess compliance of the completed program deliverables to its original objectives and benefits  Review changes in scope, benefits, budget, schedule, and prioritization and ensure appropriate approval  Contribute to identification of all stakeholders  Assist with communication to stakeholders, as per agreed upon communications plan  Ensure a set of business-level requirements are defined and align with strategy, objectives, and benefits realization as agreed by all stakeholders  Ensure agreed upon specifications for deliverables  Appointment of a program manager, component project managers, program team members, and component project team members when necessary  Ensure clear assignment of roles and responsibilities  Review a current, published program management plan and schedule that spans all components and life cycle phases  Ensure and enable accurate status- and progress-reporting  Use the central document repository for program and component project artifacts  Ensure appropriate management and resolution of issues that arise during the program  Ensure appropriate management, communication and resolution of risks identified during the program  Manage escalated program issues and risks  Periodically review quality of key governance documents and of program deliverables Program  Focus on realizing the change(s) the program will bring about Business  Prepare the operational environment for the change Change  Contribute to Benefits Management strategy Manager  Realize and measure benefits delivered by the program  Monitor business stability for the change  Ensure business stability during transition

Role Responsibilities  Optimize timing of delivery of outputs and transition activities with PgM  Ensure no double counting of benefits Primary  Commit and provide appropriate resources to the Program, if Stakeholders applicable  Educate about their business and objectives, ensuring the program and its components fits with their business strategy  Make timely decisions  Review and provide timely feedback  Ownership of business processes and procedures, and deliverables  Keep informed of progress, and send information to others who need to know  Approve key deliverables, if applicable  Identify and resolve any issues and risks

Subject Matter The responsibility of the SME is to ensure the facts and details are correct Experts so that the deliverable(s) will meet the needs of the stakeholders, legislation, (SMEs) policies, standards, and best practices. To achieve this, SMEs will:  Accurately represent their business units’ needs  Validate the deliverables that describe the product(s), service(s), and benefits that the program will produce  Bring information about the program back to the customer community  Resolve issues relevant to deliverable(s) within their area of expertise  Obtain or provide approval for changes to rules, processes and policies

Customer Provide representatives who will:  Have the authority to make decisions on behalf of the areas of their business unit(s) that will be using or be affected by the product(s) or service(s) the program will deliver  Achieve business unit consensus on issues and outputs, and communicate it to the team(s)  Attend requested meetings  Review and approve process deliverables  Provide appropriate subject matter expertise resources Functional Functional Managers are directly responsible for function affect by Managers deliverables, they will:  Communicate changes to their resources’ availability to the Program and Project Managers  Track status and understand impacts to their resources and areas of

Role Responsibilities responsibility  assists the PgM and Program Business Change Manager in providing leadership and achieving buy in for that function, and preparing operational environment for the change(s)  Evaluate and assess overall effectiveness and quality of deliverable with Program Business Change Manager  Ensure performance of their function improved and cross-functional integration is working and effective with Program Business Change Manager  Participate in decision-making, relevant to impact on the functions he/she is responsible for  Communicate with Program Manager on any changes to the program that affects the quality or scope of deliverables  Ensure appropriate requirements for the deliverables are communicated and understood  Participate in risk and issue management with Program Manager, where required Manager,  Accountable for program and project management methodology to PMO be used for program and component projects  Accountable for program and component project health checks, Pam Fluttert when applicable  Provides skilled Program/Project Managers, where applicable, and monitors their performance  Provides guidance and advice towards program and component project deliverables, issues, processes, and risks when applicable  Assesses program and project size and complexity  Monitors program and component project performance for program/projects within PMO responsibility  Ensures program and project management artifacts appropriately signed and entered into applicable repositories  Assigns facilitators for lessons learned and project closure

Approval This charter formally authorizes the [insert program name] program, based on the parameters outlined and the information known at the time of program initiation. It is understood that some of this information may change during planning and execution and, if so, will be discussed and documented through proper change management processes. This approval indicates an acknowledgement between the Sponsor and Program Manager of the program’s parameters, and authorizes the Program Manager to proceed with forming the team(s) and program kickoff. Sponsor Authorization: [print name of Sponsor, title here]

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Signature: ______Date: ______

Program Manager Acknowledgement: [print Program Manager name, title here]

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Signature: ______Date: ______

Revision History Change Made Date Change Details of Change Date change By Made Change Reviewed/ reviewed/ Approved by approved

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