The charter coming out of week two in WMBA 6620 is short and load-bearing: sponsor named, objective measurable, boundary drawn, budget and authority stated, and the assumptions underneath it numbered. Searches like "wmba 6620 week 2 assignment example", "wmba6620 week 2 sample" and "wmba 6620 week 2 example" land here.
What a finished WMBA 6620 Week 2 project charter looks like
The charter runs one to three pages under fixed headings and reads more like a form than an essay. Purpose arrives as two or three sentences naming the business problem and the measurable result: not better customer service, but average handle time down from nine minutes to six by the end of the third quarter. Scope appears as a boundary statement with the first exclusions already visible. A milestone list of five to eight entries carries dates. Budget appears as a figure with a tolerance around it. Roles are named individually, sponsor, project manager, and the two or three people whose approval is required. Assumptions and constraints sit near the end as short numbered lists, and a signature block closes the page.
How a WMBA 6620 Week 2 example is structured
Headings do the structural work and most sections supply them, which makes ordering a discipline rather than a choice: purpose, objectives, boundary, milestones, budget, roles, assumptions, constraints, risks, approval. Objectives are written so somebody could later say whether they were met, which usually means a number, a unit and a date sharing one sentence. The boundary is stated positively and negatively in the same breath, since a charter saying only what is included leaves every argument about the edge to be had later at higher cost. Authority is the field most drafts leave vague and it needs a figure: the amount a project manager may commit before returning to a sponsor. Assumptions get numbered, because the change procedure written later refers back to them by number.
Objectives written with a number and a date
An objective a reader cannot test is an aspiration wearing a heading. Reduce average call handle time from nine minutes to six by September thirtieth can be checked by anybody with the report. Improve the customer experience cannot be checked by anyone, and it produces a project that can never formally succeed or fail.
A boundary drawn from both sides
Even at charter level the boundary carries two or three exclusions, because the argument about the edge always happens and the only question is whether it happens now or in month five. Sites in scope and sites out. Systems replaced and systems left alone. Two sentences here save a change request later.
Authority stated as a spending limit
The charter is the document that appoints a project manager, and appointment without a number is decoration. A stated limit, say fifteen thousand dollars or a week of schedule, tells everybody where a decision stops and a conversation starts. Charters describing authority as appropriate leave a project manager negotiating the same point repeatedly.
Assumptions numbered for later reference
Numbering looks fussy and earns its keep two documents later, when a change request cites assumption four as broken and a reader can find it in seconds. Assumptions worth the number are the ones a project would be replanned over: staffing levels, vendor dates, a regulation expected to pass, the availability of a shared environment.
A sponsor who is a person, not a department
Naming senior leadership as sponsor names nobody, and it is the most frequent single defect in this document. A sponsor is one individual with a title who can release funds and settle a dispute between competing demands. Where a real name is not available, the charter names the role precisely enough that only one person occupies it.
Where marks go in WMBA 6620 Week 2
The charter is graded as a document somebody could act on, so vagueness costs more here than length ever does. An objective reading improve project delivery is unmeasurable and draws a comment every term, while the same objective expressed as a percentage against a stated baseline earns its row outright. Second is the roles section, since a charter naming its sponsor as senior management has named nobody, and that missing individual is the first thing an instructor scans for. Third is internal agreement, because a milestone list ending in November beside a budget spread across three quarters is a contradiction visible from the second page. Signature blocks and formatting carry a small share and are easy points to leave behind.
Get a WMBA 6620 Week 2 example written to your instructions
The charter prompt and its rubric start it, along with any required template the section distributes and the project wherever the assignment names one. A complete charter with milestones, budget, roles and numbered assumptions arrives in 24 to 48 hours, the first one free. Client and vendor names never appear in a draft.
WMBA 6620 Week 2 questions, answered
How long should a charter be?
One to three pages in most sections, and shorter is usually stronger. A charter gets read by people approving money, and the fields they check are the sponsor, the number, the date and the boundary. Background material belonging in a business case pushes those fields onto a second page where they get skimmed instead of approved.
What goes in the charter that does not go in the scope statement?
Authority and money. The charter appoints a project manager, says what they may spend, and draws a boundary at a level a sponsor can approve in one sitting. The scope statement takes that boundary down into deliverables, acceptance criteria and exclusions detailed enough to argue with. Reproducing the whole scope statement inside a charter is the commonest overlap.
Does the charter need risks?
Most templates include three to five, and the ones earning credit are specific to this project rather than generic to projects. Vendor delivery slipping past a contract date, a subject expert available two days a week against a plan assuming four, a regulation still in draft. Each needs an owner and a stated response even at charter level.