Develop the right project management habits by establishing standards that fit the projects.
Once again I encountered a Six-Sigma project charter that was handed to a group of unofficial project managers, and once again it was far too complex for their projects. And this is after the charter was 'simplified.' Somehow we experts just can't accept it when people are happy getting base-hits when we know how to hit home-runs.
The first step in establishing standards is to group projects into like categories. Let HR projects have standards and marketing projects have different standards. They'll both have a lot in common, but only as much as they need.
The second step is to ask a simple question: What makes these projects successful? Then build the standard around those answers. If marketing projects have been a terrific success without a change management plan or resource leveled schedules, then don't include those in their standards.
Even a charter - as essential as it is - can be too complicated. That's what happens with the Six-Sigma charters. They are great tools in the hands of a black-belt, but they are unnecessarily complex for small projects.
Now, if project management is being introduced to a new department, the process begins with training. Project management training develops awareness of the need for PM, and creates excitement and commitment to learning PM. As a result of a good project management class, participants will know why PM is valuable for them, know the vocabulary of PM, and be able to practice some of the tools of PM. They'll be hungry for realistic standards.
For an example of a complete set of flexible standards, read a case study about the Bill & Melinda Gates Foundation. The case emphasizes how complete the standards are - from project selection through change management. But you'll also note that the standards are designed to be flexible. Even here, training will make a big difference to explain to the unofficial project managers just what the standards mean.