--- title: "Expert judgment in project charter" subject: "ICT Project Management" chapter: 7 key: "semester_7/ict_project_management:expert-judgment-charter" source: https://www.bctengineer.com/q/semester_7/ict_project_management/expert-judgment-charter site: BCT Engineering --- # Expert judgment in project charter ICT Project Management · Chapter 7: Project Integration Management - Asked in: year not given - Answer checked by Claude Opus 5.5 (high effort) on 2026-10-14 - Page: https://www.bctengineer.com/q/semester_7/ict_project_management/expert-judgment-charter - Whole chapter: https://www.bctengineer.com/md/semester_7/ict_project_management/chapter-7 ## Question How expert judgment is useful in developing project charter? ## Short answer Expert judgment uses specialised knowledge to develop the project charter by advising on strategic alignment, feasibility, high-level estimates, risk identification, and regulatory compliance. Sources include internal units, consultants, and stakeholders to ensure the charter is realistic and complete. ## Answer **Expert judgment** is judgment provided on the basis of expertise in an application area, knowledge area, discipline or industry, as suitable for the activity being performed. It is a tool and technique of the **Develop Project Charter** process (and many others) in PMBOK. Experts may be groups or individuals with specialised knowledge or training. #### Sources of expert judgment - Other units within the organisation. - Consultants. - Stakeholders, including customers and sponsors. - Professional and technical associations. - Industry groups and subject matter experts. - The Project Management Office (PMO). #### How it is useful in developing the charter 1. **Understanding the business case and strategy**: experts advise whether the project aligns with business goals and the organisation's strategic plan. 2. **Technical feasibility**: specialists indicate whether the proposed technology is suitable, e.g. cloud versus on-premise. 3. **Realistic estimates**: experienced managers provide high-level cost, time and resource estimates, using similar past projects. 4. **Risk identification**: experts point out likely risks and constraints early. 5. **Legal and regulatory compliance**: legal, finance and industry experts note necessary approvals and standards. 6. **Selecting stakeholders** and understanding their needs. 7. **Review and refinement**: experts review the draft charter for completeness and clarity. 8. **Using organisational knowledge**: they apply knowledge of OPAs (templates, lessons learned). ```text Experts --> advice --> Develop Charter --> Charter ``` #### Precautions Judgment may be biased or opinionated; verify with data, use several experts and document assumptions. **Example:** For a core banking migration, the sponsor consults a senior database consultant and the compliance officer. They help set a realistic 12-month schedule and highlight Nepal Rastra Bank regulatory requirements in the charter. ## Check yourself The answer's key points as multiple-choice questions, with the correct option and why. 1. Expert judgment is judgment based on: A. Expertise in an application area, knowledge area, discipline or industry B. A vote of all team members C. Random estimates D. Customer complaints Answer: A. It comes from people with specialised knowledge or training relevant to the activity. (Key point: Definition) 2. Which is a source of expert judgment? A. Competitor advertisements B. PMO and consultants C. Random public opinion D. Unapproved drafts only Answer: B. Other units, consultants, stakeholders, associations, industry groups and the PMO are sources. (Key point: Sources) 3. How do experts help with estimates in the charter? A. They sign the charter B. They finalise detailed activity durations C. They give high-level cost, time and resource estimates from similar past projects D. They close the contract Answer: C. Experienced managers use similar past projects for realistic high-level estimates. (Key point: Estimates) 4. What precaution applies to expert judgment? A. Rely on one expert only B. Accept all advice unchanged C. Avoid documenting assumptions D. Verify with data, use several experts and document assumptions Answer: D. Judgment can be biased, so verify and use multiple experts. (Key point: Precautions) ## Related in ICT Project Management - [Project charter](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Aproject-charter) — ICT Project Management, chapter 7 - [Information in a project charter](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Acharter-information) — ICT Project Management, chapter 7 - [Charter tools, inputs and outputs](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Acharter-tools-inputs-outputs) — ICT Project Management, chapter 7 - [Baseline management in project plan](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Abaseline-management) — ICT Project Management, chapter 7 - [IT project management methodology](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Ait-pm-methodology) — ICT Project Management, chapter 14 ## Related in other subjects - [Procedure for developing a project proposal](https://www.bctengineer.com/question.md?key=semester_7%2Fproject_engineering%3Aproposal-procedure-develop) — Project Engineering, chapter 2, asked 4× - [300 MW reservoir project: planning to commissioning](https://www.bctengineer.com/question.md?key=semester_7%2Fhydropower_engineering%3Areservoir-300mw-planning-to-commissioning) — Hydropower Engineering, chapter 2 - [Modified B/C ratio for 100,000 project](https://www.bctengineer.com/question.md?key=semester_6%2Fengineering_economics%3Amodified-bcr-100000-25000) — Engineering Economics, chapter 3 - [Best project for 4-year and 8-year service periods](https://www.bctengineer.com/question.md?key=semester_6%2Fengineering_economics%3Aselect-best-project-fw-4yr-irr) — Engineering Economics, chapter 4