The mandate (TOR) defines the purpose and structures of a project, committee, meeting, negotiation or similar collection of people who have agreed to cooperate to achieve a common goal.   In previous phases of project management, the mission is established by the project founders immediately after approval of a project operation case. They are documented by the project manager and submitted for approval by the sponsor or sponsors. Once the conditions are approved, project team members will have a clear definition of the scope of the project. They are then ready to make progress in implementing the remaining results of the project. Although the baselines of a project are sometimes referred to as a project charter, there are considerable differences between the two. This article describes an TOR with detailed definitions, while a project charter contains requirements, assumptions, limitations and descriptions, as well as a budget summary without details and a timetable for the steps.  The term “reference” often refers to the duties assigned to an advisor. Such an advisor may be recruited through a contract with general terms and conditions, including tasks that concretely describe the advisor`s mission. The warrant shows how the object in question is defined, developed and verified. They should also provide a documented basis for future decisions and to confirm or develop a common understanding of the scope of stakeholders. To meet these criteria, factors/risks and constraints of success are essential. They define them: If a government agency has little experience in managing and coordinating these consultants and/or wants to manage a senior advisor, it may consider appointing a transaction advisor who will be a consortium of different types of advisors, but with a senior advisor.
This has the advantage that the government will only have to deal with one entity and not a number of companies, and any difference between options and advice between the various consultants will be managed in-house within the consortium of transactional consultants. Potential drawbacks are the possibility that an advisor`s advice may be watered down or mitigated to meet the interests of another advisor and/or that the total costs may be higher. Below are resources with instructions for the creation of TOR and the TOR example: The South African PPP unit has developed a useful module for the appointment of transaction consultants (PDF). The UK Department of Finance has developed a memo on the appointment and management of consultants for PFI projects. See also the World Bank/PPIAF toolkit on advice on private participation in infrastructure (PDF). In designing and developing a public-private partnership (PPP) project, a government agency may question the support of external consultants to complement its own team and supplement its resources and expertise. The range of potential consultants includes legal, financial and technical consultants and can be used to develop feasibility and feasibility studies, develop tender documents and assist the client in the acquisition and negotiation of the project. A mandate model (TOR) should be clearly defined based on the scope of the work and the structure of the detailed royalties. If the payment of royalties depends on the completion of the benefits or steps, they should be clearly defined and easily evaluable.