Explanation/Reference:
Explanation:
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,

Measurable project objectives and related success criteria,

High-level requirements,

Assumptions and constraints,

High-level project description and boundaries,

High-level risks,

Summary milestone schedule,

Summary budget,

Stakeholder list,

Project approval requirements (i.e., what constitutes project success, who decides the project is

successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and

Name and authority of the sponsor or other person(s) authorizing the project charter.

Process: 7.1 Plan Cost Management
Definition: The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.
Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Outputs
Cost management plan

Section: Volume A
Explanation:
4.1.1.2 Business Case
The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:
Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to

gasoline shortages),
Organizational need (e.g., due to high overhead costs a company may combine staff functions and

streamline processes to reduce costs.),
Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new

industrial park),
Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of

paper tickets based on technological advances),
Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic

materials),
Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or

Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide

potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.

Section: Volume E
Explanation