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Chapter 12. Team Charter > Team Charter Development

Team Charter Development

Theoretically it would be nice to clarify all charter components immediately. In the real world of pressures, deadlines and limited resources, that rarely happens. It’s better if management limits its involvement to specifying the minimum sense of direction so the team can find its own solutions. Here’s the suggested RTD program for developing a team charter.

  • Requirements. Define initial requirements for the team. If a steering council exists, be sure the team’s goals align with its business goals and priorities.

  • Recruitment. Recruit a team facilitator and possibly a team leader. Work with them to recruit core team members.

  • Draft M.R.D.C. Draft critical parts of the team charter using the M.R.D.C. rule of thumb. Mission, Roadmap, and Deliverables are specific charter components. Include the fourth, Constraints, if you or the team’s customer need to dictate any other boundaries, limits, deadlines or requirements.

  • Briefing. Brief the core team on its requirements and your M.R.D.C. draft. Since information determines power, any other background you can give will help.

  • Chartering Retreat. Host a chartering retreat, including any basic training, during which members discuss, negotiate and complete the parts of the charter they deem important. (An intensive two- to three-day session provides the fastest team deployment.)

  • Negotiate. Let the team present its proposed charter and agree to as much as you possibly can. Negotiate adjustments where essential, but be careful not to dampen their enthusiasm and sense of ownership.



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