don't "go wrong". They start wrong. The PMBOK states that the Sponsor
"issues" the charter. Does this sound like your situation? In real
life, the Project Manager generally has to coax or wheedle project
requirements out of a number of stakeholders including the sponsor.
To formally authorize the project, the project manager needs to
make the implicit business needs of the project explicit at a very
high level. This work may uncover the need for a feasibility study
or more detailed needs assessment.
In Drafting the Project Charter
participants use live projects or prepared case studies to practice
formally validating what the project should accomplish. A unique
aspect of the class includes role playing with a slippery sponsor
in an attempt to nail down what she really wants. Analyzing the
audience is the key to every communication transaction. Participants
will practice various tools to identify the stakeholder community
and elicit their feedback.