A project manager is assigned to a new marketing campaign. The sponsor provides an approved project management plan that details scope, business requirements, deliverables, and stakeholders. The project manager requests the project charter to better understand the project, but the sponsor says the project is small and doesn't need a charter. What should the project manager do?

The project charter formally authorizes the project and the project manager, providing them with the authority to apply organizational resources. It also documents the business needs, high-level scope, and project objectives, ensuring a shared understanding among stakeholders from the outset. Without a charter, the project manager lacks formal authority, and there's no official record of the project's existence or its alignment with organizational strategy, even if a project management plan exists. Developing a charter without sponsor approval (A) is inappropriate. Consulting peers (C) delays necessary action. Agreeing that it's unnecessary (D) is incorrect because the charter serves a distinct and crucial purpose beyond what a project management plan provides, particularly regarding authorization and high-level agreement.