Analysis of team charter

Analysis of team charter

Introduction
The team charter is a valuable tool for team working in the business and academic environment. The objective of this write up is to analyze team charter by looking at the meaning, uses, and how individual differences could be incorporated into building a team charter. Attempt will also be made to review how to create a team charter and the implications of not using team charters in organizations.

Discussion
Bodwell (1996) defined a Team Charter as a written document that defines a team’s mission, objectives, scope of operation, time frame, and consequences.   He explained further that team charters are developed either by top management, or teams can create their own charter.   Either way, management endorsement of a team charter is critical for the direction and protection that a team requires.
If teams are creating their own charter, collaboration between team members is paramount to developing the team charter. Collaboration helps team members to get acquainted and know the unique attributes e.g. skills and expertise that each person is bringing into the team. Eikenberry (2007) pointed out that team chartering basically involve making a list of all the skills and expertise that will be required for team success and identifying the individual on the team that can provide them. Creating a team charter can take time, but the time invested in collaboratively building a team charter will be repaid in reduced frustration of team members, and improved work productivity.
Team Charter Guidelines (2007) listed the steps involved in creating a team charter. These steps include team members getting acquainted and brainstorming, building on the first draft of the team charter and integrating it into the project plan. According to Bodwell (1996) and Eikenberry (2007), the contents of a team charter include a statement of purpose, the objectives of the team in measurable terms, and scope of work.   In addition to the above, problems and challenges,...