Developing the Project Plan - CSHP 2015 TOOL KIT (OBJECTIVE 4.7) - ONE DOSE AT A TIME: IMPLEMENTING A UNITDOSE MEDICATION MANAGEMENT SYSTEM

Sep 12, 2026

Guidance outlines how to develop a project plan within an organization where approvals and sign-offs are complex and politically/financially influenced. It explains why project charter approval is required before releasing funds, and describes drafting responsibilities and stakeholder audiences. It details charter purpose and core components: executive overview, deliverables and goals, project scope and exclusions, risks for proceeding and not proceeding, required resources, timeline, constraints, and how success will be marked.

LanguageEnglish

CategoryPresentations

FormatPDF

Pages15

Reading Time5 min

AccessFree to download

Table of Contents

Introduction

Developing the Project Charter

Purpose of Project Charter

Components of Project Charter

Overview of Project

Goals of Project

Statement of Scope

Statement of Out-of-Scope Items

Appendix

CSHP 2015 TOOL KIT (OBJECTIVE 4.7) : ONE DOSE AT A TIME: IMPLEMENTING A UNITDOSE MEDICATION MANAGEMENT SYSTEM Developing the Project Plan 2012 December Table of Contents 1 Introduction 1 Developing the Project Charter 8 Creating the Detailed Implementation Plan 11 Appendix: Tips or Tools to Address Common Barriers and Other Challenges 15 Literature Cited 15 Additional Resources Introduction The process for approving projects varies from one organization to another; it is typically complex, and multiple reviews and sign-offs are usually required. It is important to have an understanding of the organization’s processes, as well as the political and financial environment, and that the plan reflects the organization’s process. Key stakeholders (e.g. , the project sponsor, senior leaders) should be asked to provide sign-off for the project plan, before funds and other resources are released and the project is initiated. That sign-off usually takes the form of a project charter. The development of a thorough plan requires effort and knowledge of what to expect to occur during implementation. The plan does not need to be perfect; in fact it will not be. It is important that the plan be prepared with sufficient detail to guide implementation yet be revised from time to time, adjusting to changing circumstances. Developing the Project Charter Purpose of Project Charter A project charter is a document by which the project sponsor formally authorizes a project,1 usually following the review of a business case. It is created so that everyone with a stake in the project’s success can reach agreement on the following fundamental characteristics of the project: 􀂃 why the project is being conducted 􀂃 the objectives and scope of the project 􀂃 what results the project will deliver 􀂃 how and through whom the project will deliver those results 􀂃 how the project will be managed PAGE 2 The project charter 􀂃 defines the“contract”between the project sponsor and the project manager 􀂃 is revised to reflect changes to the project The project charter comes into effect after the project has received approval and funding to proceed. The project manager creates the initial draft of the project charter. The primary audience for the project charter includes, but is not limited to, the following stakeholders: 􀂃 project sponsor: must review, approve, and accept the charter, including approving the definition of project and how it will be managed 􀂃 members of the project team: must understand their respective roles, the deliverables they will be producing, and the project management procedures under which they will work 􀂃 health organization staff: must manage or follow (depending on their role and responsibilities) the new procedures upon completion of the project 􀂃 other departments and stakeholders as appropriate (e.g. , nursing, physicians, materiel management, other clinics or departments affected by changes in pharmacy packaging or stocking procedures): must understand how their work will change after implementation Once accepted, the project charter defines the“contract” between the project sponsor and the project manager. The project charter is a “living document” that will be revised to reflect any changes to the project, ensuring that it continues to reflect a valid definition of the “contract”. Components of Project Charter The project charter should consist of the following elements,2 at a minimum. Overviewof Project The project charter should include an overview, which is the executive summary of the project. The overview includes the following information about the project: 􀂃 the reason for carrying out the project; PAGE 3 􀂃 the intended solution (and possibly any potential solutions that have been discarded); 􀂃 the intended solution (and possibly any potential solutions that have been discarded); 􀂃 the scope of the project and exclusions; 􀂃 the risks associated wit

FAQs

Why is a project charter needed before initiating the project?

The project charter formally authorizes the project sponsor and supports sign-off before funds and other resources are released. It ensures agreement on key characteristics of the project.

Who are the primary audiences for the project charter?

The sponsor, project team members, health organization staff, and other affected departments/stakeholders are expected to review and understand their roles, deliverables, and changes after implementation.

What key elements should be included in the project charter?

At minimum it should include an executive overview with the reason for the project, intended solution(s), scope and exclusions, risks, team names, required resources, timeline, constraints, and what marks successful completion.

Sep 12, 2026

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