Project Charter / Statement of Work: How to Write One (Template Included)
A vague project charter (cahier des charges) is the #1 cause of mid-project disputes: scope creep, misunderstood deliverables, blown budgets. Here's the structure to follow to write a clear one, with a ready-to-use template.
✍️ Tandimy Team🗓️ 2026⏱️ 9 min read
From need to signed-off document
1
Context
2
Goals
3
Scope
4
Constraints
5
Sign-off
What is a project charter for?
The project charter (called "cahier des charges" in French, close to a Statement of Work) formalizes what the client or sponsor expects from a project: the need, the goals, the exact scope, the constraints (budget, deadline, technical) and the criteria that will define "done and compliant". It's the reference document in case of disagreement — hence the value of making it precise from day one.
A poorly written charter ("build a modern, high-performing website") opens the door to different interpretations between client and project team. A good one removes that ambiguity before it costs time and money. The PMI treats the project charter as the formal document that authorizes a project to exist in the first place.
The must-have sections
Context and stakes — why this project exists, what problem it solves.
Measurable goals — what success actually looks like, in numbers if possible.
Scope (in/out of scope) — what's included, and especially what is not. This is the section that prevents the most conflicts, built on a clear Work Breakdown Structure (WBS).
Expected deliverables — the precise list of what will be handed over, with format, later tied to milestones in the schedule.
Tip: the "out of scope" section is often the most neglected — and the most useful. Writing down explicitly what's not included prevents 80% of unbudgeted last-minute requests.
Common mistakes to avoid
Vague goals
"Improve user experience" isn't measurable. Prefer "reduce checkout from 3 clicks to 1".
Scope not locked down
Without an explicit "out of scope" section, every new request quietly slips into the original project.
No acceptance criteria
Without a clear definition of "done", final sign-off becomes a negotiation, not a check.
Document never turned into work
A signed-off charter that's never turned into tracked tasks in the project tool loses all operational value.
Turn your project charter into tracked work
Import your deliverables as tasks, link them to milestones and track compliance in one dashboard.
Usually the client or sponsor to express their need (functional charter), sometimes complemented by the project team or vendor for the technical part (technical specification).
What's the difference between a project charter and project scoping?
The project charter describes the need and expectations upfront. Scoping (or the initiation phase) then turns that need into an operational action plan.
Is a project charter legally required?
Not for an internal project, but strongly recommended as soon as an external vendor or a significant budget is involved: it serves as the contractual reference in case of a dispute.