CAPM Practice: Explain when it is appropriate to use a predictive, plan-based approach

The project charter is formally approved by the project sponsor (and sometimes senior management or a steering committee). The project manager typically helps develop the charter but does not authorize it. Sponsor approval signals organizational commitment and grants formal project authorization and authority to the project manager.

**Why not A:** The project manager helps develop the charter but does not have the authority to approve it. The charter grants authority to the project manager, so the PM cannot authorize their own authority. Approval must come from someone at a higher organizational level.

**Why not C:** The Change Control Board manages changes to approved baselines during project execution. The CCB does not exist at the point of charter creation since the project has not yet been formally authorized and baselines have not been established.

**Why not D:** Team members execute project work but do not have the organizational authority to authorize a project. Charter approval requires executive-level commitment of organizational resources and strategic alignment, which is the sponsor's responsibility.