Project Charter

Mission /Objectives

Describe the purpose of the team. What are you trying to accomplish as a team? Talk about your individual goals for this course and look for commonalities among those goals as one way of identifying a team mission.
  • Conduct a NA
  • Building skills in group collaboration
  • Building a professional network

Team Critical Success Factors (CSFs)

Describe the indicators you’ll use throughout the semester to tell whether your team is being successful. Scores on your project assignments are an obvious CSF. But think beyond this. Think about the things that tell you, on a week-to-week basis, whether you are or aren’t being as successful as you want. For example, in addition to assignment scores, you might consider CSFs related to:
  • Having fun within the team
  • A relatively low level of aggravation, frustration, or vexation among team members or between the team and your client
  • Treating one another with respect
  • Learning from one another
  • Working effectively

Roles and Responsibilities

Describe:Roles and responsibilities are likely to change from one assignment to another. So the question here is how will you decide who has what responsibilities on a particular assignment?How will team members help one another meet the responsibilities of his/her role(s)?

Project Coordination

Describe what you will do to make sure that:>Project assignments are coordinated and aligned with one another? >Assignments are submitted in a timely manner?>Each team member has “signed off” on each submitted assignment? >Each team member has the knowledge and skill required for each assignment?


  • wikispaces (Wiki and PM files)
  • Teleconf
  • DimDim/ skype web sharing where necessary

Team Accountability

Describe what the team will do to hold one another accountable for living up to the conditions described in this charter.


Zofi, Y. S. & Victor, S. (2007). Nine elements of high performing GVTs. The innovative manager 6(4). Available at

Tuckman, B. W. & Jensen, M. A. C. (1977). Stages of small-group development revisited. Group & Organization Studies, 2, 419-427