How to Charter an Improvement Project: SMART Aims, Teams & Pitfalls

Launching a quality improvement (QI) project is exciting, but it can also be daunting. The way you set up your project at the start can determine whether it gains traction or fizzles out. A strong project charter is the foundation for success: it creates clarity, builds buy-in, and helps your team stay aligned on where you’re going.

In this article, I’ll walk through the essentials of chartering an improvement project, drawing on proven methods that help project teams succeed. But if you’d prefer to learn from the webinar version of this article, check out our Chartering an Improvement Project webinar on YouTube.

Crafting a Clear Aim Statement

The first question to ask is simple: What are you trying to accomplish?

An aim statement provides focus and clarity. Done well, it:

• Sets the scope of the project
• Brings in perspectives from your team and stakeholders
• Creates early buy-in and ownership

The clearer and more specific the aim, the simpler planning will be later on, and the greater the chances are that you will avoid scope creep because people aren’t really sure what you are aiming for.

One of the keys to an effective aim, is getting multiple perspectives. Seek input from the immediate project team but also any stakeholders who may provide valuable insight into the problem you are tackling. Not only will this help you derive a better aim, but you will also have helped build buy-in to the project by engaging stakeholders in the planning phase. And this will pay off later!

When it comes to writing the aim statement - a strong aim should always be SMART:

• Specific – Clearly defined and focused on a particular outcome
• Measurable – Progress and success can be tracked through data
• Achievable – Realistic within your resources and constraints
• Relevant – Aligned with organisational priorities and values
• Time-bound – With a clear deadline to create urgency and accountability

Categorising your Project

Next, think about how to position your project within the wider system. Categorisation helps others find, understand and support your work, and it also feeds into reporting and governance processes.

You might categorise by:

• Department – especially if it crosses multiple teams
• Theme or workstream – e.g., clinical area, benefit type, CQC domain
• Priority or objective – aligning with organisational goals

Clear categorisation helps your project connect with wider organisational priorities, improving the chances of recognition and support. So don’t see this categorisation as a reporting chore; it is essential for your project to gain the visibility needed to galvanise support and recognition.

Assembling the Right Team

QI is always a team sport. Your charter should make clear who is involved and what their roles are.

Key players usually include:

• Project lead – responsible for driving the project
• Sponsor or executive champion – ensures support and visibility
• Core team members – those who will carry out the project
• Clinical leaders or subject matter experts – those with deep technical expertise that can provide advice
• QI coach/advisor – providing guidance on improvement methods, tools and techniques

One tool that helps clarify roles from the start is the RACI framework — which stands for Responsible, Accountable, Consulted, and Informed. It provides a simple way to map out who is doing the work (Responsible), who ultimately owns the outcome (Accountable), who should provide input (Consulted), and who needs to stay updated (Informed). Using RACI prevents duplication of effort and ensures there are no gaps in responsibility. It’s especially valuable in healthcare improvement projects where multiple professions and departments may be involved, as it keeps communication clear and avoids the common trap of “everyone thought someone else was handling it”. By including a RACI chart in your project charter, you give your team a shared reference point for decision-making and accountability throughout the project.

The RACI framework:

• Responsible – who does the work
• Accountable – who owns completion
• Consulted – who gives input
• Informed – who needs updates

Defining roles and expected time commitments early prevents gaps and misunderstandings later.

Avoiding Common Pitfalls

Even the most promising QI projects can stumble if the foundation isn’t strong. Here are some of the most common pitfalls — and how to avoid them.

1. Vague or overly broad problem statements

When the problem isn’t clearly defined, teams end up pulling in different directions or trying to fix too much at once. A broad statement like “improve patient care” is too vague to guide action. Instead, narrow it down to something specific and actionable, such as “reduce patient waiting times in the diabetes clinic by 20% within six months.” Clear definition sets the stage for targeted improvement.

2. Lack of measurable objectives

Improvement needs evidence, and evidence comes from measurement. Without clear metrics, you can’t track progress or prove whether your changes are working. Worse still, the team can lose motivation if they don’t see results. Building measurement into your aim from the start gives your project a tangible way to show impact and success.

3. Weak sponsor support

A strong sponsor or executive champion gives your project visibility, credibility and influence. Without this backing, projects often struggle to get the time, staff, or resources they need. Sponsors also help unblock barriers and keep the project aligned with organisational priorities. Engaging them early and keeping them engaged, is essential to long-term success.

4. Overpromising with limited resources

It’s tempting to be ambitious, but unrealistic goals can quickly derail your team. If your charter sets expectations too high for the time, skills, or resources available, you risk burnout and disappointment. Instead, focus on achievable steps that build momentum. Small, successful wins create energy and confidence for bigger improvements later.

5. Failure to update the charter as the project evolves

Improvement is rarely a straight line — projects shift as you learn and adapt. If the charter doesn’t get updated, it becomes out of step with reality, causing confusion or wasted effort. A living charter, revisited regularly, ensures the team stays aligned and stakeholders remain confident. Flexibility is a strength, not a weakness, in QI.

Recognising these traps helps you avoid them.

Good vs Bad Charter

A strong charter is specific, realistic, and anchored in measurable outcomes. Weak charters tend to be vague, overambitious, or disconnected from organisational priorities. Comparing examples, good and bad, can be a powerful way to help your team see what ‘good’ looks like.

Bringing it all Together

Chartering is more than paperwork. Done well, it creates clarity, builds alignment, and sets the tone for collaboration. By investing the time upfront in defining your aim, categorising your project, assembling the right team, and avoiding common pitfalls, you give your improvement work the best chance of success.

And if you’re using digital QI platforms like Life QI, you can embed your charter directly into your project set-up—making it easier to track, share, and adapt as your project evolves.

Check out this tutorial video on how to setup/charter a project in Life QI.

✅ Takeaway: A well-constructed project charter is your launchpad. Get it right, and you set your improvement work on a path to real, sustainable impact.