Who must sign the charter?

Typically the executive sponsor and program manager sign the charter; include legal or finance sign-off where required by policy to validate funding and obligations.

Can the charter be signed electronically?

Yes. Electronic signatures are valid under the ESIGN Act and UETA when intent, consent, attribution, and retention are met; add consumer disclosure if the charter covers consumer-facing rights.

When is notarization required?

Notarization is only necessary if the charter attaches a document that by law requires notarization or if your state or internal policy requires it for authorization; verify state rules for specific instruments.

How do we update an approved charter?

Use a written amendment signed by the same approval authorities or follow the change-control clause specified in the charter; track revisions in versioned records.

How long should we retain the signed charter?

Retain for the program term plus a post-termination archive period (commonly 7 years); preserve financial supporting records at least 3 years per IRS rules.

What if stakeholders disagree after approval?

Escalate per the charter’s governance and dispute resolution clauses; document all decisions and approvals to maintain an auditable trail and avoid rework.

Electronic Signature
Templates
Project Management
Project Management Program Charter

Project Management Program Charter

This template is fully customizable. Edit the text, fill out the fields, and send it for signature. Give it a try!

PROJECT MANAGEMENT PROGRAM CHARTER

Project Identification

Project Title Project ID Client Name Client Address Program Sponsor Project Manager

Program Purpose and Objectives

The purpose of this Program Charter is to formally authorize the program and to define the scope, objectives, governance, budgetary controls and authority necessary to deliver the program outcomes. This Charter constitutes the agreement between the Client and the Service Provider governing the initiation and execution of the program.

Program Objectives (measurable outcomes)

Scope of Work

The Service Provider shall plan, manage, and deliver the program components described below in accordance with the acceptance criteria and schedule. Work performed under this Charter shall be subject to the change control procedures set forth in this document.

In-Scope Activities Out-of-Scope Items

Deliverables and Acceptance Criteria

Deliverable 1 — Description Deliverable 1 — Acceptance Criteria Deliverable 2 — Description Deliverable 2 — Acceptance Criteria Deliverable 3 — Description Deliverable 3 — Acceptance Criteria

Timeline and Milestones

Program Start Date: Anticipated End Date:

Milestone 1 — Name Milestone 1 — Due Date Milestone 1 — Description Milestone 2 — Name Milestone 2 — Due Date Milestone 2 — Description

Budget, Payment and Change Control

Total Program Budget Payment Schedule Invoicing / Payment Terms Change Order Process

Governance, Reporting and Roles

Reporting cadence: . Project steering committee required: Yes

Key Roles and Responsibilities

Assumptions, Constraints and Risks

Principal Assumptions Known Constraints and Risks

Acceptance and Success Criteria

The program will be considered accepted when all deliverables meet their documented acceptance criteria, all critical defects are resolved or accepted by the Client in writing, and the Service Provider has delivered final program documentation and transition of operations as required.

Success Criteria (quantifiable measures)

Confidentiality and Intellectual Property

Each party will treat information exchanged in performance of this Charter as confidential and will not disclose such information to third parties without prior written consent, except where disclosure is required by law. Intellectual property created specifically for the Client under this Charter will be assigned to the Client upon payment in full, except for pre-existing tools, templates, and methodologies retained by the Service Provider, which are licensed to the Client for internal use only.

Governing Law and Dispute Resolution

This Charter shall be governed by the laws of the jurisdiction specified below. The parties agree to attempt resolution of disputes through escalation to designated executives and, if unresolved within 30 days, through mediation. If mediation fails, disputes may be resolved in the courts of the governing jurisdiction.

Governing Jurisdiction (State or Province)

Authority, Signatures and Approval

The undersigned represent and warrant that they are authorized to enter into this Charter on behalf of the party they represent and that execution of this Charter binds their respective party to the terms set forth herein.

Client:

By:

Date:

Service Provider:

By:

Date:

What a Project Management Program Charter Is and When It Applies

A Project Management Program Charter is a formal document that defines the scope, governance, roles, objectives, and high-level deliverables for a program composed of related projects. It establishes authority for program leadership, identifies stakeholders and sponsors, and summarizes success criteria and performance measures. The charter serves as the primary authorization to commit resources, initiate governance processes, and set reporting cadence for program-level activities. Use it to align stakeholders early, reduce ambiguity, and provide a single reference point for decisions during program execution.

Why a Program Charter Matters for Project Consistency

A clear charter reduces scope drift, clarifies decision authority, and creates accountability across projects. It improves stakeholder alignment and provides measurable success criteria that guide prioritization and risk management.

Who Typically Prepares and Uses This Charter

Once approved, the charter is referenced by governance boards, resource managers, and auditors as the authoritative statement of program intent and boundaries.

Program Sponsors and Executive Stakeholders
Program Managers and PMO Leads
Project Managers and Functional Managers

Core Sections to Include in a Professional Program Charter

A well-structured charter groups essential items so reviewers can quickly verify authority, expected benefits, and constraints. Include governance, scope, success criteria, financing, stakeholders, and a high-level schedule.

Purpose

Concise description of why the program exists and what strategic objectives it supports, including measurable outcomes where possible.

Scope

High-level boundaries: included projects, excluded items, key deliverables, and interfaces with other programs or operations.

Governance

Decision rights, approval authorities, steering committee membership, escalation paths, and reporting frequency.

Benefits & Metrics

Target benefits, KPIs, success criteria, and how outcomes will be measured and validated.

Funding & Resources

Budget summary, funding sources, resource expectations, and high-level cost controls or constraints.

Risks & Assumptions

Principal risks, key assumptions, dependencies, and initial mitigation approaches.

Step-by-Step: Creating and Approving the Charter

Follow a simple sequence to draft, review, and approve the charter. Keep stakeholders informed at each step to prevent rework and delays.

01

Draft: Program manager prepares initial draft with sponsor input.
02

Review: Circulate to steering committee and key stakeholders for comments.
03

Revise: Incorporate feedback and resolve open issues.
04

Approve: Sponsor signs and date-stamps the charter to authorize the program.

How Charter Approval Typically Moves Through the Organization

Charter routing should follow formal approval roles so authority is clear and audit trails are complete.

Sponsor Submission: Sponsor or program manager opens approval request to steering committee.
Steering Review: Committee reviews scope, budget, and risks; requests clarifications if needed.
Legal/Finance Review: Legal and finance validate obligations and budgetary compliance.
Final Authorization: Sponsor executes charter and archives final signed copy.

Configuring an Online Workflow for Charter Completion

Map each form field to a workflow setting and define signer roles, authentication, and routing before launching the charter for signature.

Field	Configuration
Signer Roles	Define Sponsor \| Program Manager \| Legal Reviewer
Routing Order	Sequential \| Sponsor last
Authentication	Email verification; add SMS code for critical approvals
Reminders	Auto-reminders at 3 and 7 days

Digital Signing and File Formats to Support

Ensure the selected platform can produce a tamper-evident signed PDF and retain metadata for compliance and future audits.

File Types: Accept PDF and DOCX for editable drafts; store final as PDF/A for long-term preservation.
Audit Trail: Capture signer IP, timestamp, and action history.
Integrations: Support for Microsoft 365, Google Workspace, and project management tools

eSignature Vendor Pricing and Feature Snapshot for Charter Execution

Comparison shows common commercial options and basic plan-level differences relevant to processing program-level charters and multi-signer workflows. Prices reflect typical per-user monthly billing for annual plans.

	signNow	DocuSign	Adobe Sign	PandaDoc	HelloSign
Starting Price	$8/user/mo	$15/user/mo	$14/user/mo	$19/user/mo	$15/user/mo
Free Trial	7-day free trial	No free trial	No free trial	Free limited trial	Free limited trial
Bulk Send	Yes (Business Premium)	Yes	Yes	Yes	No
Audit Trail	Yes	Yes	Yes	Yes	Yes
Envelope Cap	No envelope cap	100 envelopes/user/year	Varies by plan	Varies by plan	Varies by plan

Common Mistakes to Avoid When Preparing the Charter

Vague scope language that allows projects to expand without formal change control, leading to budget overruns and stakeholder disputes.
Missing or unclear decision authority, which causes repeated escalations and delays in program delivery and resource allocation.
Omitting measurable success criteria or KPIs, making benefit realization and post-close validation subjective and contentious.
Failing to align funding timing with project schedules, leaving downstream projects without committed resources when needed.

Short-Form Risks of an Incorrect or Incomplete Charter

Legal Disputes: Increased contract and claims risk

Budget Overruns: Uncontrolled expenditures

Operational Delays: Missed milestones and delivery

Audit Findings: Noncompliance and documentation gaps

Stakeholder Conflicts: Authority and scope disagreements

Regulatory Exposure: Industry-specific compliance breaches

Frequently Asked Questions About the Project Management Program Charter

Answers to common practical and legal questions encountered when drafting, approving, and managing a program charter.

Need help? Contact support

Who must sign the charter?
Typically the executive sponsor and program manager sign the charter; include legal or finance sign-off where required by policy to validate funding and obligations.
Can the charter be signed electronically?
Yes. Electronic signatures are valid under the ESIGN Act and UETA when intent, consent, attribution, and retention are met; add consumer disclosure if the charter covers consumer-facing rights.
When is notarization required?
Notarization is only necessary if the charter attaches a document that by law requires notarization or if your state or internal policy requires it for authorization; verify state rules for specific instruments.
How do we update an approved charter?
Use a written amendment signed by the same approval authorities or follow the change-control clause specified in the charter; track revisions in versioned records.
How long should we retain the signed charter?
Retain for the program term plus a post-termination archive period (commonly 7 years); preserve financial supporting records at least 3 years per IRS rules.
What if stakeholders disagree after approval?
Escalate per the charter’s governance and dispute resolution clauses; document all decisions and approvals to maintain an auditable trail and avoid rework.

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