<!-- 
تعليمات النموذج الذكي: املأ الحقول التي تحمل [ أضف التفاصيل... ] بناءً على سياق المشروع.

ميثاق البرنامج هو الوثيقة التي تجيز البرنامج. فهي تذكر لماذا يوجد البرنامج، وما الذي يُحاسب عليه مقابل الإنجاز، وما الذي مُنح لمدير البرنامج من صلاحية وموارد لإنجازه. وهو نقطة التحول المحورية التي يتم فيها توحيد المشاريع الفردية المترابطة تحت مظلة برنامج متكامل ذي حوكمة استراتيجية ومسؤولية موحدة.

والغرض من فصل المكونات عن الأهداف هو أن الأمرين يختلطان كثيرًا: المكونات تصف القائم، والأهداف تصف ما يجب أن يتغير. والبرنامج الذي يمكن نسخ قائمة مكوناته إلى قسم الأهداف لم يقرر بعد ما هو الغرض منه.

المحاذاة: ينبغي أن يكون ميثاق البرنامج متسقًا مع الوثائق التالية: خارطة طريق المحفظة، دراسة الجدوى، خطة إدارة البرنامج، خطة إدارة التغيير المؤسسي.

إرشادات الكتابة:

*  اذكر الغرض بوصفه التغيير الذي وجود البرنامج لإحداثه، لا بوصفه وصفًا للعمل. فعبارة «استبدال منصة الفوترة» تصف العمل، وعبارة «بحيث يُغلق الفوترة الشهرية في ثلاثة أيام بدل عشرة» تصف تغييرًا، ولا يكتمل الثاني ولا ينقص إلا به.

*  اجعل لكل هدف مقياسًا وتاريخًا. ف الهدف الذي لا يمكن اختباره لا يمكن التقرير في شأنه، والهدف الذي يُبلَّغ عنه بالرأي فقط لا يميز بينه وبين التمني.

*  سمِّ الصلاحية التي يملكها مدير البرنامج، وكذلك ما لا يملكه. فالميثاق الذي يمنح كل شيء يبدو وكأنه يمنح كل شيء، فيجد التصعيد الحقيقي الأول على مسار يُتّبع.

*  سجل حد التمويل المخصص كافتراض حيث لم يُعتمد بعد. فالميثاق الذي يتعامل مع تمويل غير معتمد كأنه متاح يُهيّئ البرنامج ليكتشف العجز بعد أن يكون قد التزم بمشاريعه المكونة.

*  سجل ما يحدث عند عدم بلوغ الهدف. فالميثاق الذي لا يذكر استجابةً للفشل يترك ذلك القرار لمن يحضر في الغرفة حين يحين الأمر.

ملاحظات التخصيص:

*  قد يُدمج ميثاق البرنامج مع دراسة الجدوى حين تعامل المؤسسةهما كوثيقة إجازة واحدة. وعند الدمج، احتفظ بمحتوى الاثنتين: فدراسة الجدوى تجيب هل يستحق البرنامج التنفيذ، والميثاق يجيب من المسؤول عن تنفيذه.

*  قد يكون قسم المكونات مقتطفًا من المحفظة لا قائمة مُدارة، حين تتغير المكونات أسرع من مراجعة الميثاق. وينبغي أن يحدد النموذج أيّهما، حتى لا يتعامل القارئ مع المقتطف على أنه مرجع ملزم.

*  أضف الأقسام أو احذفها بحسب ما تتطلبه حوكمة البرنامج. فالبرنامج الذي يفرض إدارة منافع رسمية يحمل قسم منافع لا يحتاجه برنامج بلا ذلك الالتزام.

*  وحين يكون البرنامج صغيرًا بما يكفي ليحتفظ شخص واحد بكل الصلاحيات، فذلك صراحةً لا ترك الحقل فارغًا، مع تسجيل أي صلاحية تبقى محفوظة في مكان آخر.

إرشادات الأعمدة، حسب العمود:

صفوف الأهداف:

*  **المعرف:** معرف الهدف، يُستخدم في أقسام المكونات والمنافع والتقارير ليتتبع التقدم في تحقيقه ربطًا بالعمل الذي قصد به.

*  **الهدف:** ما يجب أن يكون عليه حال البرنامج عند نجاحه، بصيغة يمكن لشخص معترض أن يبيّن سبب اعتراضه.

*  **المقياس:** كيف سيُتحقق من الإنجاز، مع ذكر مصدر الرقم لا الشعور الكامن وراءه. فالمقياس بلا مصدر لا يستطيع أحد إعادة إنتاجه عند التحقق.

*  **تاريخ الاستحقاق:** متى يجب بلوغ الهدف، وهو ما يجعله مستهدفًا لا اتجاهًا.

*  **المالك:** الدور الواحد المسؤول عن الهدف، وهو عادةً ليس مدير البرنامج لكل الأهداف.

*  **الحالة:** أين يقف الهدف حاليًا، من مجموعة ثابتة متفق عليها.

صفوف المكونات:

*  **معرف المكون:** معرف مشروع المكون الثابت، مطابقًا للمعرف المستخدم في خارطة طريق المحفظة.

*  **اسم المكون:** اسم المشروع أو العملية ضمن البرنامج.

*  **الارتباط بالأهداف:** أهداف البرنامج التي يخدمها المكون. والمكون غير المرتبط بهدف خاطرة إزالته، والميثاق هو الموضع الأخير الذي يظهر فيه ذلك قبل الالتزام بالمال.

*  **الحالة:** أين يقف المكون حاليًا.

*  **المالك:** من المسؤول عن المكون، وهو عادةً ليس مدير البرنامج.

صفوف المنافع:

*  **معرف المنفعة:** معرف المنفعة.

*  **المنفعة:** المنفعة المتوقعة من البرنامج.

*  **التصنيف:** هل هي مالية أم غير مالية. فالاثنتان تُداران على نحو مختلفتين، والمنفعة المسجلة دون تصنيف تُقدَّر عادةً بالقيمة التي وجدها كاتبها أكثر ملاءمة.

*  **المستفيد:** من ينتفع بالمنفعة، مذكورًا لا موصوفًا. فالمنفعة التي لا مستفيد محدد لها لا يمكن تحقيقها.

*  **آلية التحقيق:** كيف ستُحصَّل المنفعة فعليًا، وهنا تتحول معظم المنافع المفترضة إلى لا شيء. فالآلية هي التي تميز المنفعة التي سينجزها البرنامج عن المنفعة التي تأمل المؤسسة حدوثها.

*  **تاريخ التحقيق:** متى يُتوقع تحقيق المنفعة، وقد يكون بعد إغلاق المكون الذي أنشأها بوقت طويل.

صفوف الصلاحيات:

*  **نوع القرار:** نوع القرار الذي يعنيه هذا الصف.

*  **مستوى الصلاحية:** المستوى الذي يحق لمدير البرنامج أن يقرر فيه، كالفريق أو القسم أو وحدة الأعمال.

*  **مسار التصعيد:** من يقرر عند تجاوز مستوى الصلاحية، مذكورًا بالاسم كي لا يُتفاوض على التصعيد لحظة الحاجة إليه.

*  **الحدود أو الشروط:** ما لا تمتد إليه هذه الصلاحية، وهي نصف الصف الذي يمنع الخلاف لاحقًا.

صفوف المخاطر والافتراضات:

*  **المعرف:** معرف المخاطرة أو الافتراض.

*  **النوع:** هل هو مخاطرة أم افتراض.

*  **الوصف:** ما هو محل المخاطرة، أو ما هو مفترض.

*  **الأثر على البرنامج:** ما يحدث للبرنامج إذا وقعت المخاطرة أو ثبت خطأ الافتراض.

*  **المالك:** من يراقب هذا البند.

*  **تاريخ المراجعة:** متى سيُراجع مرة أخرى.
-->


<h3 align="left">{{اسم_الشركة}}</h3>
<h2 align="left">{{اسم_البرنامج}} - {{معرف_البرنامج}}</h2>
<h1 align="center">ميثاق البرنامج</h1>

| **تاريخ الإعداد:** {{التاريخ_الحالي}} | **مدير البرنامج:** {{اسم_مدير_البرنامج}} | **إعداد:** {{معد_الوثيقة}} |
| :--- | :--- | :--- |

---

## 1. غرض البرنامج ومبرراته
<!-- التغيير الذي وجود البرنامج لإحداثه، لا وصف العمل الذي سيؤديه. فعبارة «استبدال منصة الفوترة» تصف العمل، وعبارة «بحيث يُغلق الفوترة الشهرية في ثلاثة أيام بدل عشرة» تصف تغييرًا، ولا يكتمل الثاني ولا ينقص إلا به. سجل المحرّك التجاري من خارطة طريق المحفظة ليُتتبَع البرنامج إلى الاستراتيجية التي يخدمها. واذكر ما يحدث إذا لم يُنفَّذ البرنامج، فهذا هو الاختبار الذي يُقاس عليه كل ميثاق في النهاية، عادةً بعد سنوات من شخص لم يكن حاضرًا عند كتابته. -->

**غرض البرنامج:** [ أضف التفاصيل... ]

**المحرّك التجاري والتسلسل مع الاستراتيجية:** [ أضف التفاصيل... ]

**بيان المشكلة أو الفرصة:** [ أضف التفاصيل... ]

**عاقبة عدم التنفيذ:** [ أضف التفاصيل... ]

**بيان رؤية البرنامج:** [ أضف التفاصيل... ]

---

## 2. أهداف البرنامج
<!-- ما يجب أن يكون عليه الحال عند نجاح البرنامج. ولكل هدف مقياس وتاريخ استحقاق، فالهدف الذي لا يمكن اختباره لا يمكن التقرير في شأنه، والذي يُبلَّغ عنه بالرأي فقط لا يميز بينه وبين التمني. وحين يكون أحد المكونات قد مُوّل قبل كتابة الميثاق، فكثيرًا ما يُكتب الهدف ليطابق المكون؛ فاحسب اتجاه هذه المطابقة، فالبرنامج الذي اشتُقّت أهدافه من مكوناته قد ورث نطاقها دون أن يختاره. أضف صفوفًا أو احذفها حسب الحاجة. -->

| المعرف | الهدف | المقياس | تاريخ الاستحقاق | المالك | الحالة |
| ---: | ---: | ---: | ---: | ---: | ---: |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |

---

## 3. مشاريع البرنامج وعملياته
<!-- ما يتكون منه البرنامج، تمييزًا لما يجب أن يحققه. والمكون غير المرتبط بهدف خاطرة إزالته، والميثاق هو الإطار الحاكم الذي يظهر فيه ذلك قبل الالتزام بالمال لا بعده. استخدم معرّفات المكونات من خارطة طريق المحفظة ليتم ربط القائمتين. وأشر حيث يكون المكون مشتركًا مع برنامج آخر، فالمكون المُبلَّغ إلى مالكين لا يُبلَّغ إلى أيّ منهما حين يختلفان. أضف صفوفًا أو احذفها حسب الحاجة. -->

| معرف المكون | اسم المكون | الارتباط بالأهداف | الحالة | المالك |
| ---: | ---: | ---: | ---: | ---: |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |

---

## 4. منافع البرنامج
<!-- ما يتوقع البرنامج أن ينتجه ولا ينتجه المكونات منفردة. والمنفعة التي ليس لها مستفيد محدد ليست منفعة يمكن محاسبة البرنامج عليها، والمنفعة التي ليس لها آلية تحقيق هي افتراض لا خطة: فآلية التحقيق هي التي تميز منفعة سينجزها البرنامج عن منفعة تأمل المؤسسة حدوثها. وف المنفعة المالية، فسجل متى تتحقق، وهو غالبًا بعد إغلاق المكون الذي أنشأها بوقت طويل. أضف صفوفًا أو احذفها حسب الحاجة. -->

| معرف المنفعة | المنفعة | التصنيف | المستفيد | آلية التحقيق | تاريخ التحقيق |
| ---: | ---: | ---: | ---: | ---: | ---: |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |

---

## 5. صلاحية مدير البرنامج وحوكمته
<!-- ما يحق لمدير البرنامج أن يقرره، وما لا يحق له بالقدر نفسه. فالميثاق الذي يمنح كل شيء يبدو وكأنه يمنح كل شيء، فيجد التصعيد الحقيقي الأول على مسار يُتّبع لخلو رسم الخط الذي يُتصعَّد عبره. وسمِّ مسار التصعيد، حتى لا يُتفاوض عليه لحظة الحاجة. وسجل وضع التمويل بصدق، بما فيه ما لم يُعتمد بعد: فالميثاق الذي يتعامل مع تمويل غير معتمد كأنه متاح يُهيّئ البرنامج ليكتشف العجز بعد أن يكون قد التزم بمشاريعه المكونة. أضف صفوفًا أو احذفها حسب الحاجة. -->

**بيان صلاحية مدير البرنامج:** [ أضف التفاصيل... ]

**الصلاحية المحفوظة للراعي:** [ أضف التفاصيل... ]

**مجلس حوكمة البرنامج:** [ أضف التفاصيل... ]

**وتيرة التقارير وجمهورها:** [ أضف التفاصيل... ]

**مسار التصعيد:** [ أضف التفاصيل... ]

**وضع التمويل:** [ أضف التفاصيل... ]

| نوع القرار | مستوى الصلاحية | مسار التصعيد | الحدود أو الشروط |
| ---: | ---: | ---: | ---: |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |

---

## 6. المخاطر والافتراضات
<!-- ما يفترضه الميثاق وما يمكن أن يفسده. وهذه بنود مستوى البرنامج؛ فمخاطر المكونات تُسجَّل في سجلات المكونات الخاصة ولا تُكرر هنا. والمخاطرة بلا مالك لا تُراقب، والافتراض بلا تاريخ مراجعة يصبح حقيقةً بالافتراض في الوقت نفسه الذي ينبغي أن يظل فيه مسائلًا. وحين لا يملك البرنامج أي احتياطي ممول، فذلك صراحةً، فالبرنامج الذي لا يتوقع أيًا منها لم يبحث ببساطة. أضف صفوفًا أو احذفها حسب الحاجة. -->

| المعرف | النوع | الوصف | الأثر على البرنامج | المالك | تاريخ المراجعة |
| ---: | ---: | ---: | ---: | ---: | ---: |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |
| [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] | [ أضف التفاصيل... ] |

---

## 7. الاستجابة عند عدم بلوغ الهدف
<!-- ما يحدث عند عدم بلوغ هدف. فالميثاق الذي لا يذكر استجابةً للفشل يترك ذلك القرار لمن يحضر في الغرفة حين يحيء الأمر، وهو عادةً أقل من يملك الوقت لذلك. وسجل ما إذا كانت الاستجابة إعادة تخطيط أم تقليص نطاق أم تمديد تاريخ أم إغلاق الهدف، ومن يتخذ ذلك القرار. أضف صفوفًا أو احذفها بحسب ما تتطلبه حوكمة البرنامج. -->

**الاستجابة المحددة:** [ أضف التفاصيل... ]

**صلاحية القرار:** [ أضف التفاصيل... ]

**محفِّز إعادة التقييم:** [ أضف التفاصيل... ]

---

## 8. الاعتماد والموافقات

| الدور | الاسم | التوقيع | التاريخ |
| ---: | ---: | ---: | ---: |
| **مدير البرنامج** | {{اسم_مدير_البرنامج}} | _______________________ | [.... -.... -.... ] |
| **راعي البرنامج** | {{اسم_راعي_البرنامج}} | _______________________ | [.... -.... -.... ] |
| **مالك الأعمال** | {{اسم_مالك_الأعمال}} | _______________________ | [.... -.... -.... ] |
---

<div align="left" style="margin-top: 20px; font-size: 12px; color: #7f8c8d;">
  <span>سجل التدقيق الإلكتروني: Hash SHA256: {{رمز_تجزئة_التدقيق_SHA256}}</span> <br>
 <strong>النموذج:</strong> ميثاق البرنامج | <strong>المرجع:</strong> PMO-00.02 <br>
 <i>تاريخ الإنشاء: {{وقت_الإنشاء}}، بواسطة <a href="https://github.com/fakhruldeen/Tasleemat/" style="color: #7f8c8d;">تسليمات</a></i>
</div>
</div>

{
  "$schema": "https://json-schema.org/draft/2020-12/schema",
  "$id": "https://tasleemat.pmo/schemas/completed/PMO-00.02.schema.json",
  "title": "Completed Program Charter Data Contract",
  "description": "Additive structural schema validating completed Program Charter artifact data payloads (PMO-00.02).",
  "type": "object",
  "properties": {
    "artifact_id": {
      "type": "string",
      "const": "PMO-00.02"
    },
    "metadata": {
      "type": "object",
      "properties": {
        "project_name": {
          "type": "string",
          "minLength": 1
        },
        "project_code": {
          "type": "string"
        },
        "date_prepared": {
          "type": "string",
          "format": "date"
        },
        "project_manager": {
          "type": "string",
          "minLength": 1
        },
        "prepared_by": {
          "type": "string",
          "minLength": 1
        },
        "version": {
          "type": "string"
        },
        "status": {
          "type": "string",
          "enum": [
            "draft",
            "baselined",
            "in_review",
            "approved"
          ]
        }
      },
      "required": [
        "project_name",
        "date_prepared",
        "project_manager",
        "prepared_by"
      ]
    },
    "program_purpose_and_rationale": {
      "type": "object",
      "properties": {
        "program_purpose": {
          "type": "string",
          "minLength": 1,
          "description": "The change the program exists to bring about, not a description of the work it will do. \"Replace the billing platform\" describes work; \"so that month-end billing closes in three days rather than ten\" describes a change, and only the second can be judged complete or not."
        },
        "business_driver_and_strategic_alignment": {
          "type": "string",
          "minLength": 1,
          "description": "The portfolio or strategy entry this program serves, named so the program can be traced back to the objective that funded it. A charter that cannot name its driver has no way to answer whether it is still worth doing once the strategy has moved on."
        },
        "problem_or_opportunity_statement": {
          "type": "string",
          "minLength": 1,
          "description": "The specific problem being solved or the specific opportunity being taken, stated so that someone who disagreed with it could say why. An opportunity described only in positive terms is indistinguishable from a wish, because nothing in the statement can fail."
        },
        "consequence_of_not_proceeding": {
          "type": "string",
          "minLength": 1,
          "description": "What happens if the program is not undertaken, including what is lost rather than only what is missed. This is the test every charter is eventually measured against, usually several years later by someone who was not present when it was written, and it is almost never recorded at the time."
        },
        "program_vision_statement": {
          "type": "string",
          "minLength": 1,
          "description": "A short statement of the future state the program exists to create, in the organisation's own words. Keep it to a single sentence that someone outside the program could understand, since a vision statement read only by the program team is a statement to itself."
        }
      },
      "required": [
        "program_purpose",
        "business_driver_and_strategic_alignment",
        "problem_or_opportunity_statement",
        "consequence_of_not_proceeding",
        "program_vision_statement"
      ]
    },
    "program_objectives": {
      "type": "object",
      "properties": {
        "id": {
          "type": "string",
          "minLength": 1,
          "description": "The identifier for the objective, used in the components, benefits and reporting sections so that progress against it can be traced to the work that was meant to deliver it."
        },
        "objective": {
          "type": "string",
          "minLength": 1,
          "description": "What must be true when the program succeeds, stated so that a reasonable person could disagree with it. Where the components were funded before the charter was written, check the direction of the fit: an objective written to fit a component has inherited that component's scope without choosing it."
        },
        "measure": {
          "type": "string",
          "minLength": 1,
          "description": "How achievement will be established, naming the source of the figure rather than the sentiment behind it. A measure with no source cannot be reproduced by anyone checking the claim, and an objective whose evidence cannot be reproduced is an opinion with a number attached."
        },
        "target_date": {
          "type": "string",
          "minLength": 1,
          "description": "When the objective must be met, which is what makes it a target rather than a direction. Where the date is inherited from a component's own plan rather than from the benefit it serves, record the date the benefit is actually expected rather than the date the work finishes."
        },
        "owner": {
          "type": "string",
          "minLength": 1,
          "description": "The single role accountable for the objective, which is normally not the program manager for every objective. An objective owned by a team cannot be chased, because a team is never available when the answer is needed."
        },
        "status": {
          "type": "string",
          "minLength": 1,
          "description": "Where the objective currently stands, from a fixed set agreed for the program. A free-text status cannot be rolled up, and a program whose objectives cannot be rolled up cannot be reported to the sponsor as anything other than a list."
        }
      },
      "required": [
        "id",
        "objective",
        "measure",
        "target_date",
        "owner",
        "status"
      ]
    },
    "component_projects_and_operations": {
      "type": "object",
      "properties": {
        "component_id": {
          "type": "string",
          "minLength": 1,
          "description": "The stable identifier of the component project, matching the identifier used in the portfolio roadmap so the two can be joined and the same component is not tracked under two names."
        },
        "component_name": {
          "type": "string",
          "minLength": 1,
          "description": "The name of the project or operation within the program, taken from its own charter. Where a component serves more than one program, record that here, because a component reported to two owners is reported to neither once they disagree."
        },
        "objective_linkage": {
          "type": "string",
          "minLength": 1,
          "description": "Which program objectives this component serves, by identifier. A component linked to no objective is a candidate for removal, and the charter is the last point at which that is visible before the money is committed."
        },
        "status": {
          "type": "string",
          "minLength": 1,
          "description": "Where the component currently stands, from the fixed set used across the program, so components are read against each other rather than each in the terms its own project used."
        },
        "owner": {
          "type": "string",
          "minLength": 1,
          "description": "Who is accountable for the component, which will usually not be the program manager. The program manager remains accountable for the component's contribution to the objective, which is a different accountability and is worth stating as such."
        }
      },
      "required": [
        "component_id",
        "component_name",
        "objective_linkage",
        "status",
        "owner"
      ]
    },
    "program_benefits": {
      "type": "object",
      "properties": {
        "benefit_id": {
          "type": "string",
          "minLength": 1,
          "description": "The identifier for the benefit, used in the benefits management plan and the value realization register so the same benefit is not counted twice under two names."
        },
        "benefit": {
          "type": "string",
          "minLength": 1,
          "description": "The benefit the program expects to produce, preferably stating benefits the components would not produce individually, since those are the reason for having a program rather than a list of projects. A benefit that any one component would have delivered anyway is not a program benefit."
        },
        "category": {
          "type": "string",
          "minLength": 1,
          "description": "Whether the benefit is financial or non-financial. The two are governed differently and are counted differently, and a benefit recorded without a category is usually valued at whichever the writer found more convenient."
        },
        "beneficiary": {
          "type": "string",
          "minLength": 1,
          "description": "Who receives the benefit, named rather than described. A benefit with no identifiable recipient cannot be realised, because realisation requires someone to change their behaviour or take a decision they would not otherwise have taken."
        },
        "realization_mechanism": {
          "type": "string",
          "minLength": 1,
          "description": "How the benefit will actually be captured, which is where most assumed benefits turn out not to be. The mechanism is what distinguishes a benefit the program will deliver from one the business hopes will occur, and without it the benefit is an aspiration with a number attached."
        },
        "realization_date": {
          "type": "string",
          "minLength": 1,
          "description": "When the benefit is expected to be realised. For a financial benefit this is commonly well after the component that created it has closed, and recording the earlier date is the most common way a program's benefits appear to land on time when they have not."
        }
      },
      "required": [
        "benefit_id",
        "benefit",
        "category",
        "beneficiary",
        "realization_mechanism",
        "realization_date"
      ]
    },
    "program_manager_authority_and_governance": {
      "type": "object",
      "properties": {
        "program_manager_authority_statement": {
          "type": "string",
          "minLength": 1,
          "description": "What the program manager is authorised to decide and to commit, in the terms the organisation recognises. Record it as a grant rather than as a description of the role, so that a decision taken under it is defensible afterwards."
        },
        "authority_retained_by_the_sponsor": {
          "type": "string",
          "minLength": 1,
          "description": "What the sponsor keeps, which is usually the larger share. A charter that grants everything appears to grant everything, and the first real escalation then has no precedent to follow because there was no line drawn to escalate across."
        },
        "program_governance_forum": {
          "type": "string",
          "minLength": 1,
          "description": "The forum that governs the program, its membership, and what it decides rather than merely discusses. Record the distinction, because a forum that only discusses produces minutes about decisions taken elsewhere."
        },
        "reporting_cadence_and_audience": {
          "type": "string",
          "minLength": 1,
          "description": "How often the program reports, to whom, and in what form. Reporting to a body that cannot act on it is a reporting obligation rather than a control, and the difference is visible only when the report is examined."
        },
        "escalation_path": {
          "type": "string",
          "minLength": 1,
          "description": "Who decides when the authority level is exceeded, named so the escalation does not have to be negotiated at the moment it is needed. Where the path is a role rather than a person, record how the person is identified, since roles go vacant."
        },
        "funding_position": {
          "type": "string",
          "minLength": 1,
          "description": "What is approved, what is requested, and what is not yet decided, stated honestly. A charter that treats unapproved funding as available sets the program up to discover the shortfall after it has already committed the component projects to spend against it."
        },
        "decision_type": {
          "type": "string",
          "minLength": 1,
          "description": "What kind of decision this row concerns, such as scope, budget, procurement, or personnel. Naming the kinds separately is what makes the authority levels below meaningful, since a single level cannot apply uniformly to all of them."
        },
        "authority_level": {
          "type": "string",
          "minLength": 1,
          "description": "The level at which the program manager may decide this kind of decision, such as team, department, or business unit. Where the answer is the same for every row, consider whether the row is doing any work."
        },
        "decision_escalation_path": {
          "type": "string",
          "minLength": 1,
          "description": "Who decides when this authority level is exceeded, named for this decision type rather than in general, since the escalation for a budget decision is often not the escalation for a scope one."
        },
        "limits_or_conditions": {
          "type": "string",
          "minLength": 1,
          "description": "What this authority does not extend to, which is the half of the row that prevents the dispute later. A row recording only what is permitted invites the reading that everything not forbidden is also permitted."
        }
      },
      "required": [
        "program_manager_authority_statement",
        "authority_retained_by_the_sponsor",
        "program_governance_forum",
        "reporting_cadence_and_audience",
        "escalation_path",
        "funding_position",
        "decision_type",
        "authority_level",
        "decision_escalation_path",
        "limits_or_conditions"
      ]
    },
    "risks_and_assumptions": {
      "type": "object",
      "properties": {
        "id": {
          "type": "string",
          "minLength": 1,
          "description": "The identifier for the risk or assumption, so it can be referred to from the objectives and from reporting without ambiguity."
        },
        "type": {
          "type": "string",
          "minLength": 1,
          "description": "Whether the row is a Risk or an Assumption. A risk may occur or not; an assumption is either true or false and can be tested. Recording both under one heading loses the distinction exactly where it decides whether the item needs watching or checking."
        },
        "description": {
          "type": "string",
          "minLength": 1,
          "description": "What is at stake, or what is being taken for granted, stated so the assumption could be shown to have failed. An assumption phrased as a sentiment cannot be tested, and an untestable assumption is a hope with a risk rating attached."
        },
        "impact_on_program": {
          "type": "string",
          "minLength": 1,
          "description": "What happens to the program if the risk occurs or the assumption proves false, in objective, funding or schedule terms. An item recorded without an impact cannot be prioritised, because nothing distinguishes the consequential from the trivial."
        },
        "owner": {
          "type": "string",
          "minLength": 1,
          "description": "Who watches this. A risk with no owner is not being watched, and the program's exposure grows silently while the register still appears complete."
        },
        "review_date": {
          "type": "string",
          "minLength": 1,
          "description": "When this will next be checked. An assumption nobody revisits becomes a fact by default, which is precisely when the conditions that made it true have changed."
        }
      },
      "required": [
        "id",
        "type",
        "description",
        "impact_on_program",
        "owner",
        "review_date"
      ]
    },
    "response_to_objective_failure": {
      "type": "object",
      "properties": {
        "defined_response": {
          "type": "string",
          "minLength": 1,
          "description": "What happens when an objective is not met: whether the response is to replan, reduce scope, extend the date, or close the objective. A charter with no stated response to failure leaves that decision to whoever happens to be in the room when it arises, which is usually the person least able to afford the time."
        },
        "decision_authority": {
          "type": "string",
          "minLength": 1,
          "description": "Who takes that decision, and whether the sponsor must be consulted first. Where the answer is that the program manager decides alone, record what they may not commit without the sponsor, since that is the part that is assumed rather than agreed."
        },
        "trigger_for_reassessment": {
          "type": "string",
          "minLength": 1,
          "description": "What specifically triggers the response: a date, a measure falling short by a stated margin, or an event. A trigger expressed as \"if the objective is not met\" is the same as the failure itself and gives no warning that the decision is coming."
        }
      },
      "required": [
        "defined_response",
        "decision_authority",
        "trigger_for_reassessment"
      ]
    }
  },
  "required": [
    "artifact_id",
    "metadata",
    "program_purpose_and_rationale",
    "program_objectives",
    "component_projects_and_operations",
    "program_benefits",
    "program_manager_authority_and_governance",
    "risks_and_assumptions",
    "response_to_objective_failure"
  ]
}

{
  "_llm_instructions": "Fill in the 'project_title' and 'date_prepared' properties, and the 'value' property of each field, based on the provided project context. Reference parameters.md for global project variables.",
  "form_name": "Program Charter",
  "document_reference": "PMO-00.02",
  "project_title": "",
  "date_prepared": "",
  "fields": {
    "f01_Program_Purpose": {
      "section": "Program Purpose and Rationale",
      "label": "Program Purpose",
      "guidance": "The change the program exists to bring about, not a description of the work it will do. \"Replace the billing platform\" describes work; \"so that month-end billing closes in three days rather than ten\" describes a change, and only the second can be judged complete or not.",
      "value": ""
    },
    "f02_Business_Driver_and_Strategic_Alignment": {
      "section": "Program Purpose and Rationale",
      "label": "Business Driver and Strategic Alignment",
      "guidance": "The portfolio or strategy entry this program serves, named so the program can be traced back to the objective that funded it. A charter that cannot name its driver has no way to answer whether it is still worth doing once the strategy has moved on.",
      "value": ""
    },
    "f03_Problem_or_Opportunity_Statement": {
      "section": "Program Purpose and Rationale",
      "label": "Problem or Opportunity Statement",
      "guidance": "The specific problem being solved or the specific opportunity being taken, stated so that someone who disagreed with it could say why. An opportunity described only in positive terms is indistinguishable from a wish, because nothing in the statement can fail.",
      "value": ""
    },
    "f04_Consequence_of_Not_Proceeding": {
      "section": "Program Purpose and Rationale",
      "label": "Consequence of Not Proceeding",
      "guidance": "What happens if the program is not undertaken, including what is lost rather than only what is missed. This is the test every charter is eventually measured against, usually several years later by someone who was not present when it was written, and it is almost never recorded at the time.",
      "value": ""
    },
    "f05_Program_Vision_Statement": {
      "section": "Program Purpose and Rationale",
      "label": "Program Vision Statement",
      "guidance": "A short statement of the future state the program exists to create, in the organisation's own words. Keep it to a single sentence that someone outside the program could understand, since a vision statement read only by the program team is a statement to itself.",
      "value": ""
    },
    "f06_ID": {
      "section": "Program Objectives",
      "label": "ID",
      "guidance": "The identifier for the objective, used in the components, benefits and reporting sections so that progress against it can be traced to the work that was meant to deliver it.",
      "value": ""
    },
    "f07_Objective": {
      "section": "Program Objectives",
      "label": "Objective",
      "guidance": "What must be true when the program succeeds, stated so that a reasonable person could disagree with it. Where the components were funded before the charter was written, check the direction of the fit: an objective written to fit a component has inherited that component's scope without choosing it.",
      "value": ""
    },
    "f08_Measure": {
      "section": "Program Objectives",
      "label": "Measure",
      "guidance": "How achievement will be established, naming the source of the figure rather than the sentiment behind it. A measure with no source cannot be reproduced by anyone checking the claim, and an objective whose evidence cannot be reproduced is an opinion with a number attached.",
      "value": ""
    },
    "f09_Target_Date": {
      "section": "Program Objectives",
      "label": "Target Date",
      "guidance": "When the objective must be met, which is what makes it a target rather than a direction. Where the date is inherited from a component's own plan rather than from the benefit it serves, record the date the benefit is actually expected rather than the date the work finishes.",
      "value": ""
    },
    "f10_Owner": {
      "section": "Program Objectives",
      "label": "Owner",
      "guidance": "The single role accountable for the objective, which is normally not the program manager for every objective. An objective owned by a team cannot be chased, because a team is never available when the answer is needed.",
      "value": ""
    },
    "f11_Status": {
      "section": "Program Objectives",
      "label": "Status",
      "guidance": "Where the objective currently stands, from a fixed set agreed for the program. A free-text status cannot be rolled up, and a program whose objectives cannot be rolled up cannot be reported to the sponsor as anything other than a list.",
      "value": ""
    },
    "f12_Component_ID": {
      "section": "Component Projects and Operations",
      "label": "Component ID",
      "guidance": "The stable identifier of the component project, matching the identifier used in the portfolio roadmap so the two can be joined and the same component is not tracked under two names.",
      "value": ""
    },
    "f13_Component_Name": {
      "section": "Component Projects and Operations",
      "label": "Component Name",
      "guidance": "The name of the project or operation within the program, taken from its own charter. Where a component serves more than one program, record that here, because a component reported to two owners is reported to neither once they disagree.",
      "value": ""
    },
    "f14_Objective_Linkage": {
      "section": "Component Projects and Operations",
      "label": "Objective Linkage",
      "guidance": "Which program objectives this component serves, by identifier. A component linked to no objective is a candidate for removal, and the charter is the last point at which that is visible before the money is committed.",
      "value": ""
    },
    "f15_Status": {
      "section": "Component Projects and Operations",
      "label": "Status",
      "guidance": "Where the component currently stands, from the fixed set used across the program, so components are read against each other rather than each in the terms its own project used.",
      "value": ""
    },
    "f16_Owner": {
      "section": "Component Projects and Operations",
      "label": "Owner",
      "guidance": "Who is accountable for the component, which will usually not be the program manager. The program manager remains accountable for the component's contribution to the objective, which is a different accountability and is worth stating as such.",
      "value": ""
    },
    "f17_Benefit_ID": {
      "section": "Program Benefits",
      "label": "Benefit ID",
      "guidance": "The identifier for the benefit, used in the benefits management plan and the value realization register so the same benefit is not counted twice under two names.",
      "value": ""
    },
    "f18_Benefit": {
      "section": "Program Benefits",
      "label": "Benefit",
      "guidance": "The benefit the program expects to produce, preferably stating benefits the components would not produce individually, since those are the reason for having a program rather than a list of projects. A benefit that any one component would have delivered anyway is not a program benefit.",
      "value": ""
    },
    "f19_Category": {
      "section": "Program Benefits",
      "label": "Category",
      "guidance": "Whether the benefit is financial or non-financial. The two are governed differently and are counted differently, and a benefit recorded without a category is usually valued at whichever the writer found more convenient.",
      "value": ""
    },
    "f20_Beneficiary": {
      "section": "Program Benefits",
      "label": "Beneficiary",
      "guidance": "Who receives the benefit, named rather than described. A benefit with no identifiable recipient cannot be realised, because realisation requires someone to change their behaviour or take a decision they would not otherwise have taken.",
      "value": ""
    },
    "f21_Realization_Mechanism": {
      "section": "Program Benefits",
      "label": "Realization Mechanism",
      "guidance": "How the benefit will actually be captured, which is where most assumed benefits turn out not to be. The mechanism is what distinguishes a benefit the program will deliver from one the business hopes will occur, and without it the benefit is an aspiration with a number attached.",
      "value": ""
    },
    "f22_Realization_Date": {
      "section": "Program Benefits",
      "label": "Realization Date",
      "guidance": "When the benefit is expected to be realised. For a financial benefit this is commonly well after the component that created it has closed, and recording the earlier date is the most common way a program's benefits appear to land on time when they have not.",
      "value": ""
    },
    "f23_Program_Manager_Authority_Statement": {
      "section": "Program Manager Authority and Governance",
      "label": "Program Manager Authority Statement",
      "guidance": "What the program manager is authorised to decide and to commit, in the terms the organisation recognises. Record it as a grant rather than as a description of the role, so that a decision taken under it is defensible afterwards.",
      "value": ""
    },
    "f24_Authority_Retained_by_the_Sponsor": {
      "section": "Program Manager Authority and Governance",
      "label": "Authority Retained by the Sponsor",
      "guidance": "What the sponsor keeps, which is usually the larger share. A charter that grants everything appears to grant everything, and the first real escalation then has no precedent to follow because there was no line drawn to escalate across.",
      "value": ""
    },
    "f25_Program_Governance_Forum": {
      "section": "Program Manager Authority and Governance",
      "label": "Program Governance Forum",
      "guidance": "The forum that governs the program, its membership, and what it decides rather than merely discusses. Record the distinction, because a forum that only discusses produces minutes about decisions taken elsewhere.",
      "value": ""
    },
    "f26_Reporting_Cadence_and_Audience": {
      "section": "Program Manager Authority and Governance",
      "label": "Reporting Cadence and Audience",
      "guidance": "How often the program reports, to whom, and in what form. Reporting to a body that cannot act on it is a reporting obligation rather than a control, and the difference is visible only when the report is examined.",
      "value": ""
    },
    "f27_Escalation_Path": {
      "section": "Program Manager Authority and Governance",
      "label": "Escalation Path",
      "guidance": "Who decides when the authority level is exceeded, named so the escalation does not have to be negotiated at the moment it is needed. Where the path is a role rather than a person, record how the person is identified, since roles go vacant.",
      "value": ""
    },
    "f28_Funding_Position": {
      "section": "Program Manager Authority and Governance",
      "label": "Funding Position",
      "guidance": "What is approved, what is requested, and what is not yet decided, stated honestly. A charter that treats unapproved funding as available sets the program up to discover the shortfall after it has already committed the component projects to spend against it.",
      "value": ""
    },
    "f29_Decision_Type": {
      "section": "Program Manager Authority and Governance",
      "label": "Decision Type",
      "guidance": "What kind of decision this row concerns, such as scope, budget, procurement, or personnel. Naming the kinds separately is what makes the authority levels below meaningful, since a single level cannot apply uniformly to all of them.",
      "value": ""
    },
    "f30_Authority_Level": {
      "section": "Program Manager Authority and Governance",
      "label": "Authority Level",
      "guidance": "The level at which the program manager may decide this kind of decision, such as team, department, or business unit. Where the answer is the same for every row, consider whether the row is doing any work.",
      "value": ""
    },
    "f31_Escalation_Path": {
      "section": "Program Manager Authority and Governance",
      "label": "Escalation Path",
      "guidance": "Who decides when this authority level is exceeded, named for this decision type rather than in general, since the escalation for a budget decision is often not the escalation for a scope one.",
      "value": ""
    },
    "f32_Limits_or_Conditions": {
      "section": "Program Manager Authority and Governance",
      "label": "Limits or Conditions",
      "guidance": "What this authority does not extend to, which is the half of the row that prevents the dispute later. A row recording only what is permitted invites the reading that everything not forbidden is also permitted.",
      "value": ""
    },
    "f33_ID": {
      "section": "Risks and Assumptions",
      "label": "ID",
      "guidance": "The identifier for the risk or assumption, so it can be referred to from the objectives and from reporting without ambiguity.",
      "value": ""
    },
    "f34_Type": {
      "section": "Risks and Assumptions",
      "label": "Type",
      "guidance": "Whether the row is a Risk or an Assumption. A risk may occur or not; an assumption is either true or false and can be tested. Recording both under one heading loses the distinction exactly where it decides whether the item needs watching or checking.",
      "value": ""
    },
    "f35_Description": {
      "section": "Risks and Assumptions",
      "label": "Description",
      "guidance": "What is at stake, or what is being taken for granted, stated so the assumption could be shown to have failed. An assumption phrased as a sentiment cannot be tested, and an untestable assumption is a hope with a risk rating attached.",
      "value": ""
    },
    "f36_Impact_on_Program": {
      "section": "Risks and Assumptions",
      "label": "Impact on Program",
      "guidance": "What happens to the program if the risk occurs or the assumption proves false, in objective, funding or schedule terms. An item recorded without an impact cannot be prioritised, because nothing distinguishes the consequential from the trivial.",
      "value": ""
    },
    "f37_Owner": {
      "section": "Risks and Assumptions",
      "label": "Owner",
      "guidance": "Who watches this. A risk with no owner is not being watched, and the program's exposure grows silently while the register still appears complete.",
      "value": ""
    },
    "f38_Review_Date": {
      "section": "Risks and Assumptions",
      "label": "Review Date",
      "guidance": "When this will next be checked. An assumption nobody revisits becomes a fact by default, which is precisely when the conditions that made it true have changed.",
      "value": ""
    },
    "f39_Defined_Response": {
      "section": "Response to Objective Failure",
      "label": "Defined Response",
      "guidance": "What happens when an objective is not met: whether the response is to replan, reduce scope, extend the date, or close the objective. A charter with no stated response to failure leaves that decision to whoever happens to be in the room when it arises, which is usually the person least able to afford the time.",
      "value": ""
    },
    "f40_Decision_Authority": {
      "section": "Response to Objective Failure",
      "label": "Decision Authority",
      "guidance": "Who takes that decision, and whether the sponsor must be consulted first. Where the answer is that the program manager decides alone, record what they may not commit without the sponsor, since that is the part that is assumed rather than agreed.",
      "value": ""
    },
    "f41_Trigger_for_Reassessment": {
      "section": "Response to Objective Failure",
      "label": "Trigger for Reassessment",
      "guidance": "What specifically triggers the response: a date, a measure falling short by a stated margin, or an event. A trigger expressed as \"if the objective is not met\" is the same as the failure itself and gives no warning that the decision is coming.",
      "value": ""
    }
  }
}