What a project charter typically includes—and why an employee feedback schedule isn’t one

A project charter is the compass you set down at the start of a journey. If you’ve ever tried to steer a team without one, you know the drift—misaligned expectations, scope creep sliding in like a quiet tide, and a lot of "we’ll know it when we see it" moments. For professionals in talent development, a clear charter isn’t just bureaucratic boilerplate; it’s the document that anchors goals to real business outcomes and keeps learning initiatives from becoming a moving target. Here’s a practical look at what a charter usually includes—and what, in most cases, doesn’t belong there.

The quick takeaway up front

Which item is NOT a typical charter component? C. Employee feedback schedule. A project charter generally lays out why the project exists, what it will achieve, and who’s involved. It doesn’t spell out a schedule for gathering employee feedback—that tends to belong to the project’s execution and monitoring phases, where feedback loops live and evolve.

A project charter in plain language

A charter isn’t a fancy contract; it’s the clarifier. It answers the big questions so everyone, from the sponsor to the team member in the trenches, is marching in the same direction. Think of it as the internal agreement that prevents “we’ll sort it out later” from becoming a project’s most expensive mistake.

Core components you’re likely to see

If you sit down with a PM template or a PMI-inspired guide, these are the elements you’ll usually encounter. (Note: some organizations add a few twists, but these are the backbone.)

• Purpose and justification

Why does this project exist? What business need does it meet? The justification explains the value and why now. It’s the “story behind the effort” that helps sponsors stay committed when things get sticky.

• Objectives and success criteria

The project’s aims should be clear and testable. SMART goals (specific, measurable, achievable, relevant, time-bound) help you know when you’ve actually completed the work. It’s not just “do training” but “increase post-training application by X% within Y months.”

• Scope: what’s in and what’s out

A precise boundary prevents scope creep. The charter should list deliverables and high-level features, plus what isn’t included. Think of it as the one-page map that says, “Here’s the treasure; don’t wander into the dragon’s cave.”

• Key stakeholders and roles

Who will be affected, who has decision authority, and who will do the work? Clear ownership matters because decisions get faster when the right people are in the room.

• High-level timeline and milestones

You don’t need a day-by-day plan in a charter, but you should have major checkpoints. Milestones keep the team focused and let the sponsor gauge progress without wading through details.

• Budget and resource overview

An estimate of funding and resources signals the scale of the effort. It also sets expectations about what can be done within constraints.

• Risks, assumptions, and constraints

The charter should surface known risks and the assumptions you’re making at the start. It also highlights any constraints—like regulatory requirements or technology limitations—that shape how the project unfolds.

• Authority and governance

Who approves changes? How will decisions be escalated? A clear governance model reduces confusion when the plan needs adjustment.

• Approval and sign-off

The charter isn’t real until the sponsor signs it. That signature isn’t a ceremony; it’s a binding invitation to move forward with alignment and clarity.

Where does employee feedback fit in?

Here’s the nuance you’ll appreciate if you live in the talent development space. Feedback is essential to learning and performance improvement, but a formal “employee feedback schedule” isn’t usually a charter component. Why not? Because the charter is about setting the project’s purpose, boundaries, and authority, not about the cadence of feedback collection. Feedback activities belong to the execution plan and the monitoring and evaluation framework.

That said, you’ll often see a nod to feedback in other documents that accompany the charter. For example:

• A communications plan might outline when and how stakeholders receive progress updates.

• A learning evaluation plan or Kirkpatrick-level metrics may specify how you’ll assess impact after training.

• A change-management plan might describe how to gather user input during rollout.

In other words, feedback mechanisms are vital, but they live in the project’s operating documents, not in the charter’s high-level blueprint.

Why this distinction matters in talent development

Talent development projects—leadership corridors, manager coaching programs, digital learning platforms, or competency development initiatives—tend to sit at the intersection of people, process, and performance. The charter acts as a commitment that:

• Aligns learning goals with business outcomes. If the company wants faster new-hire ramp-up, the charter anchors that outcome to specific deliverables (e.g., a blended onboarding program with measurable time-to-proficiency targets).

• Sets expectations for stakeholders. HR, line managers, L&D, and IT all have a stake. The charter clarifies who signs off on scope changes, who provides data for evaluation, and who champions the initiative.

• Creates a reference point for ROI discussions. When you can point to objectives and success criteria, conversations about impact aren’t guesses; they’re evidence-based decisions.

A quick, practical example

Imagine you’re chartering a leadership development track for mid-level managers. The charter might include:

• Purpose: Build a pipeline of capable leaders to drive strategic initiatives over the next 18 months.

• Scope: Design and deliver a 6-month blended program, including quarterly workshops, 360-degree feedback, and a capstone project.

• Stakeholders: HR director (sponsor), VP of operations (key stakeholder), L&D team, and participating managers.

• Success criteria: 80% of participants complete the program; on-the-job performance improves by a target margin within six months post-program; participant satisfaction scores above a threshold.

• Timeline: Milestones for design, pilot, rollout, and evaluation.

• Budget: Estimated costs for facilitator fees, LMS licenses, materials, and evaluation tools.

• Risks and assumptions: Assumes buy-in from department leaders; risk of limited time for managers to attend sessions; assumes access to reliable data for evaluation.

• Authority: Change requests must go through the sponsor; the PM handles day-to-day decisions.

Where to go from here, practically

If you’re drafting or reviewing a charter for a talent development initiative, keep these tips in mind:

• Keep it crisp. A charter should be readable in one sitting. Use plain language, short paragraphs, and bullet points for the essentials.

• Tie to business value. Every component should connect to a measurable outcome. If it doesn’t, you’ll end up with good intentions but questionable impact.

• Make it testable. Success criteria aren’t fuzzy—they have numbers and timelines. This makes evaluation fair and straightforward.

• Name ownership clearly. Ambiguity about who approves changes or who handles risks slows progress and invites friction.

• Reference, don’t duplicate. The charter points to the more detailed plans (communication, evaluation, governance) instead of duplicating them. This keeps documents lean and linked.

Common pitfalls to avoid

• Treating the charter like a to-do list. It’s a high-level agreement, not a task sheet.

• Leaving out the sponsor or key decision-makers. Without clear authority, momentum stalls.

• Overloading with too many deliverables. Each item should matter to the business outcome.

• Ignoring the measurement plan. Without metrics, you’re guessing about impact.

• Writing in jargon only. If the charter is read by sponsors from other departments, clarity wins.

A CPTD lens: connecting to broader talent development practice

For practitioners oriented toward talent development standards, the charter is more than a project document; it’s a practice signal. It demonstrates an ability to translate learning goals into strategic impact, to collaborate across functions, and to establish governance that respects both the learning function and business priorities. When you draft or review charters, you’re practicing a core skill: making learning initiatives intelligible to stakeholders who might not speak LMS, APIs, or Kirkpatrick models every day. It’s about turning learning into a measurable, accountable business contribution.

A light touch of storytelling to keep it human

Here’s a thought experiment you might recognize from your own work: you’re launching an employee development program in a mid-sized company. The charter is your opening scene—calm, clear, purpose-driven. Then comes the execution—the daily rhythm of sessions, the feedback you’ll collect (in the right document, not the charter), the data you’ll analyze, and the adjustments you’ll make. The arc isn’t just about “doing training.” It’s about shaping a capability that helps the organization meet real needs, with people feeling seen, learning wisely, and, yes, delivering results they can stand behind.

In the end, the right charter does two things at once. It protects the project from drifting off course and it invites collaboration by making expectations visible. And for those of us who work in talent development, that clarity is priceless. It’s not about rigid control; it’s about giving teams a shared, honest starting point—and the confidence to move forward together.

If you’re ever unsure about what belongs in a project charter, remember the simplest rule of thumb: the charter should capture the why, the what, and the who, with enough guardrails to keep the journey on track. The when, the how much, and the exact feedback schedule come next—within the detailed plans that unfold after that compass-setting moment. And that distinction? It’s what helps learning initiatives land where they matter most: in real impact, not just in bright slides.