What is a resource management charter, why do you need one, and how do you write one – with a downloadable RM charter template.
Lone resource managers and small-but-mighty resource management teams, listen up.
If you’re serious about being taken seriously – if you want to grow your function and your business impact – you need a resource management charter.
This isn’t just us folks at Runn saying it. This is best practice in the sector. A resource management charter is something that virtually every expert in our webinar series has said is a must-have.
And we’re going to show you how and why to do it.
A resource management charter is a formal document that outlines the strategy, role, and responsibilities of a resource management team. A resource management charter is your promise to your organization – it says what you’ll do, how you’ll do it, and why it matters.
It typically includes:
It’s about clarifying and articulating the value you bring to the business, as well as providing practical information about the processes you and others will use.
Every resource management function benefits from a charter – from solo managers looking to grow their impact, to small teams of two or three, up to a full Resource Management Office.
A charter signals that resource management is being taken seriously and provides clarity on roles, responsibilities, and processes.
It’s not about the size of your team – it’s about the relationships you manage, the people you serve, and where decisions are made.
It could be the right time to create your resource management charter if you are:
However, it may be worth delaying your resource management charter if you’re currently:
First impressions count and it’s better to pause than to rush out a charter at the wrong time.
Working with resource management expert Gary Ward, RMCP©, Runn has created a simple resource management charter template to guide you through the process of creating your own.
📄 Download it here and follow the step-by-step instructions below to help you complete it.
First, you’ll need to talk to key stakeholders, gather opinions, and achieve consensus about what resource management is in your organization.
Some folks in resource management call this a 'listening tour’ and, while it is a useful exercise in established resource management functions, it is critical in new or evolving teams. It’s best way to build buy-in is to understand problems and solve them.
Start at the top and work down, as the strategic needs of the business will inform the conversations you have with operational leaders, and then with individual resources.
If they don’t know the answer to these questions because they’re unfamiliar with what resource management can do, you’ll need to surface the problems for them, with questions like:
Last but not least, if you have a team, consult them. This document is theirs as much as yours, especially when it comes to your team vision and mission.
Gathering this information will help you begin to write key elements of your resource management charter template – such as the executive summary and objectives – ensuring it is strategically aligned to C-suite needs, and makes life better for boots on the ground.
Get this right and you’ll elevate the role of RM with stakeholders at every level.
Keep reading: A Guide to Mastering Stakeholder Management ➡️
Now you know what problems your leadership team wants to solve through resource management, it’s time to think about how you’ll do it.
For example:
Problem: Your business is struggling to deliver projects on time. This is undermining repeat custom and reputation.
RM objective: Reduce unnecessary project delays caused by resource constraints by improving visibility into skills, availability, and capacity during allocations.
Problem: Your organization incurs unnecessary last-minute hiring costs because they don’t know when they’re going to need more staff for new projects.
RM objective: Monitor resource utilization trends and future capacity, to be able to flag forthcoming recruitment needs in time for more cost-efficient recruitment.
Problem: Project deliverables are below quality expectations and clients require expensive rework, which erodes profit margins.
RM objective: Introduce skills-based allocations and consider resource career development interests to boost intrinsic motivation and project capabilities.
By establishing objectives and related KPIs, you can track how your function is delivering meaningful business impact.
Some KPIs might be:
Further reading: 5 Resource Management KPIs You Should Track ➡️
They may seem woo-woo, but your mission and vision statements are actually North Stars that guide your work, so take time to get them right.
Your mission is what your team exists to achieve. This should be based on the needs of the business you identified earlier – what problems are you solving and how do you do it?
For example:
Your vision is what the organization will look like if you’re successful in your mission. Imagine the ideal state if you do everything right – this might look like:
These statements will become the value proposition and elevator pitch for your team, helping everyone articulate what you bring to the table.
Your resource management framework is the foundation of what you offer the organization. It defines how resources are going to be assigned, optimized, and managed. Again, it will be informed by your listening tour and what strategic goals and operational needs you’re supporting – for example, cost control, agility, increased visibility, etc.
Start by defining your allocation rules:
Next, create and document your workflow, e.g.,
Online request form completed by PM ➡️ Reviewed by RM within 24 hours ➡️ Assignment agreed or rejected within 48 hours ➡️ PM informed
At this stage, think about escalation paths too. If something happens that you or your team can’t make the final decision on, what happens next? e.g.
RM Officer ➡️ RM Manager ➡️ Head of RMO ➡️ Executive sponsor
Now’s the time to think about your scope and responsibilities – what you will and won’t do.
Activities that are within your scope are things you own and will be accountable for. Things outside your scope are tasks you don’t own, even if they intersect with resource management.
For example:
A Service Level Agreement (SLA) is just a document that outlines the level of service you’ll deliver.
It manages expectations about the role and responsibilities of the resource management function, keeps you accountable to key stakeholders, and also gives you a way to push back against any unreasonable demands.
A resource management SLA might cover things like:
Think about who your work will impact and rely on, perhaps project managers, leadership, and Human Resources. Speak to them about their expectations and discuss the feasibility in terms of resource management team bandwidth.
Consider dependencies – what you need from them to keep your promises – then document what you agree as your SLAs.
Create an organizational chart that shows where you sit within the organization and any reporting lines between you and other functions, and up to your executive sponsor.
Once you’ve put in the work above, you’ll be ready to assemble your resource management charter and write the other relevant sections.
The executive summary should be a short overview that pitches your value proposition to time-poor senior leaders. Explain how resource management meets their identified needs and organizational goals, without getting bogged down in the detail.
The introduction is optional but advisory. Not everyone understands what resource management is, and this is your opportunity to explain it. Take a look at our article about how to explain the value of resource management to people in different disciplines for some inspiration.
Ground this in the story of your business – where it’s going and how resource management will help get it there.
Congratulations, you’ve written your charter! 📄
Now you need to validate it with your stakeholders and executive sponsor.
Ask:
Capture feedback and iterate the document to ensure maximum buy-in and adoption.
Now that the document is signed off, publish it where people can access it. Direct people to it when they need support. But most importantly, review it regularly.
Your organizational strategy is likely to be updated annually. As new business objectives are agreed, review your resource management charter to ensure it still meets business needs. If not, head back to Step 1 above and start updating it.
If you're still finding your feet with resource management in your organization and you think it's a bit too earlier to lay down your resource management charter, we have a ton of learning materials to help you on your journey:
How to Build a Resource Management Function: A Comprehensive Guide ➡️
Resource Planning for Multiple Projects: A Complete Guide for 2025 ➡️
