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It specifies out-of-scope handling via change requests with impact analysis across cost, resources, schedule, and risk. 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The Charter provides a high-level overview of the project including the definition of project success, and project resource (people and funds) requirements.  \nRequests and additions to the project scope are considered “out-of-scope” for the current project. When a scope change is required, document a change request that includes an impact analysis of project cost, resources, schedule, and risk. The Project Sponsor then formally approves the scope change request.  \nThe project manager will retain additional documents that provide detail on the management of the project, including a communications plan, an issues log, a risk log, a change management plan, a budget, and a work schedule.  \n\n| REVIEW & APPROVAL\u003Cbr>(The Project Sponsor signature indicates approval of the Project Charter, and authorizes the Project Manager/Team to use identified resources to proceed with the detailed planning and execution of the project; using this charter as guide.) |  |  |\n| --- | --- | --- |\n| PROJECT SPONSOR(S) NAME | SIGNATURE | DATE |\n| John Wilton |  |  |\n|  |  |  |\n\n\n| CASE FOR CHANGE\u003Cbr>(What is the Current Situation?) |\n| --- |\n| Our vision for UC Berkeley is: World class research, teaching, and service supported by world class systems, processes, and people. But, while Cal has consistently delivered on the first half of that vision for over 140 years, our administrative operations have fallen short—despite the often heroic efforts of a hard-working and dedicated staff. If the University is to maintain its focus on access and excellence, the administrative functions needed to support that mission must perform at high levels.\u003Cbr>In a recent staff survey*, 60% of respondents do not believe that UC Berkeley is an effective organization and 85% believe that significant change is necessary. One focus group participant lamented,“Berkeley is the spiritual home of mindless bureaucracy.”\u003Cbr>While many OE projects are focused on improving systems, processes and efficiency, without a corresponding high performance culture to support these efforts, their success will be limited. The Bain & Company Final Diagnostic report named the following |\n\nProject Charter Template v1 OEPM101 Workbook Section 2 Page 1 of 8  \nOE PROJECT CHARTER TEMPLATE  \naspects of Cal’s culture to address:  \n• Analysis over action  \n• Critical culture  \n• Weak performance management processes  \nThe report went on to name the development of a “high performance culture” as a critical enabler to the success of Operational Excellence.  \n*Bain & Company Final Diagnostic Report.  \n\n| PURPOSE\u003Cbr>(What problem will be solved by the project? What value does this project add to the organization? How does this project align with the strategic priorities of the organization? What benefits are expected once the project is completed?) |\n| --- |\n| The key problems that the Operating Principles project address are:\u003Cbr>• Often inefficient and/or ineffective operational services that are meant to support the academic mission of the University\u003Cbr>• A lack of useful principles across administrative functions that define high performance and are aimed at guiding behavior\u003Cbr>• A lack of concise touch points that can be used measure unit and individual performance\u003Cbr>This project aligns with the UC Berkeley’s strategic priorities (A","cbCaieKEKfh6Os9V","https://ap.wps.com/l/cbCaieKEKfh6Os9V","pdf",239298,8,"English","# DOCUMENT PURPOSE\n## REVIEW & APPROVAL\n## CASE FOR CHANGE\n## PURPOSE\n## RESULTS\n## SCOPE","[{\"question\":\"What does the Project Charter define and why is it used after approval?\",\"answer\":\"It documents the formal conversation between the Project Sponsor and the Project Manager/Team, including the definition of success. After approval, it communicates the current agreement between both parties throughout the project lifecycle.\"},{\"question\":\"How are scope changes handled in this template?\",\"answer\":\"Any requests or additions to the project scope are treated as out-of-scope for the current charter. When a change is required, a change request with impact analysis of cost, resources, schedule, and risk must be documented and formally approved by the Project Sponsor.\"},{\"question\":\"What are the main ways success is measured?\",\"answer\":\"Success is tracked using a set of measurable criteria such as campus input representation, institutional approval timing, staff awareness and recall, embedding of operational principles into HR and training, adoption by early control units, and yearly benchmarking of perceptions about living up to the principles.\"}]","OE Project Charter Template - Version History and Operational Principles | PDF",1789195258]