3/2/2018 The PMBOK’s Project Management Documents

HOME ABOUT CONTACT

BUILDING BETTER PROJECT MANAGERS

Menu
PROJECT MANAGEMENT PMBOK TUTORIALS CERTIFICATION BLOG

The PMBOK’s Project Management Documents Project Management Software

MARCH 22, 2017 BY BERNIE ROSEKE, P.ENG., PMP LEAVE A COMMENT
Login
Many documents are created in the profession of Email:
project management. Some of these are critical
Password:
to the successful completion of the project, and
others are merely intended for organizing the Forgot Password

work flow. But the Project Management Body of Login

Knowledge (PMBOK) outlines many documents
that have an integral place within the structure of Sign Up
project management, and the following list is
taken from the PMBOK.

The list is organized by knowledge area.

Project Integration Management

Project Charter (PMBOK 4.1.3.1). This document initiates the project and authorizes the
project manager. It documents the business need for the project as well as assumptions and
constraints the project must live under. It generally includes high level scope and quality
information. It is issued by the project sponsor and represents the organizational authorization
for the project.
Project Management Plan (PMBOK 4.2.3.1). This is the project managers road map and
guiding document. It is probably the single most important document for the project manager.
It outlines how the project will be managed, and includes the project schedule, budget, quality
standards, project team requirements, project control, and anything else that is necessary to 1. Project Time Management According to
communicate how the project will be managed. It should be approved by the project sponsor the PMBOK
and changes made according to the official change control procedures specified within.
2. Project Procurement Management
Change Requests (PMBOK 4.3.3.3). When a stakeholder wishes that the project manager According to the PMBOK
make changes to the project, a change request form is filled out and filed within the project
3. Project Quality Management According
management plan.
to the PMBOK
Work Performance Reports (PMBOK 4.4.3.2). In order to communicate the project
4. Project Management Documents
performance to the relevant stakeholders, the project manager or their delegate produces
regular performance reports. These include earned value reports, memos, justifications,
recommendations and the like.
Change Log (PMBOK 4.5.3.2). The project management plan contains a record of all Project Management in 5 Easy Steps
changes made, to ensure that the project is tracked and lessons learned are gleaned from the https://t.co/ZH5WxNj4Gn
changes. https://t.co/ro1Dj3qzUZ November 9,
2017 9:33 pm
Project Scope Management
How to Prevent Scope Creep
Scope Management Plan (PMBOK 5.1.3.1). A component of the project management plan, https://t.co/FjvsQJVWBd November 6,
2017 5:15 pm
this document outlines how the project scope will be managed, how scope changes will be
addressed, and how the project scope will be monitored and controlled to ensure scope 5 Ways to Control Project Scope
changes do not happen unless they are required. https://t.co/P5sWyUpDli November 3,
Scope Statement (PMBOK 5.3.3.1). This is the official statement which outlines the scope of 2017 9:26 pm
the project. It should outline the primary project deliverables as well as expressly include or
exclude items that are not obvious to the scope.
Work Breakdown Structure (PMBOK 5.4.3.1). The WBS is the breakdown of the project into
components for the purpose of identifying the scope. The PMBOK’s Work Breakdown

http://www.projectengineer.net/the-pmboks-project-management-documents/ 1/4
3/2/2018 The PMBOK’s Project Management Documents
Structure and the Activity List (see below under Project Time Management) are separate
items, but in practice they are often one and the same.
Requirements Management Plan (PMBOK 5.1.3.2). This is generally a subset of the scope
management plan which outlines the requirements of the product. It is important where there
are many, complex project requirements, such as software development that contains many
user interface design metrics, bug tracking and so forth.
Requirements Traceability Matrix (PMBOK 5.2.3.2). This is the central part of the
requirements management plan. It tracks each requirement to ensure all of the small details
are addressed and the requirements are satisfied. Selecting ERP Software?
Epicor Enterprise Resource
Project Time Management Planning. Learn More Through
Our ERP System Demo.
Schedule Management Plan (PMBOK 6.1.3.1). A component of the project management
plan, this is the central planning document relating to project scheduling. It contains things like
the scheduling methodology and tools as well as level of accuracy, units of measure, and
organizational procedures.
Activity List (PMBOK 6.2.3.1). This is the official breakdown of the project work into tasks
(aka activities). Unlike the WBS (under Project Scope Management, above) which is used to
identify the scope, the activity list is the official breakdown of the project which is used
throughout the project for monitoring and control.
Activity Resources (PMBOK 6.4.3.1). Each activity is assigned a resource list, which is used
to estimate the budget and schedule for the task. This document consists of a resource table
for each task, which can be presented in detail or summarized.
Resource Breakdown Structure (PMBOK 6.4.3.2). The RBS is a breakdown of all of the
project resources into categories. This aids in procurement and efficient management of all of
the project’s resources. It is more ideal for large projects with many resources.
Activity Duration Estimates (PMBOK 6.5.3.1). In project scheduling, each activity is
assigned a duration after the resources are determined. The compilation of the duration
estimates results in an Activity Duration document.
Schedule Network Diagram (PMBOK 6.3.3.1). The activity-on-node or activity-on-arrow
diagram which visually dispays the relationships between the tasks within the project.
Project Schedule (PMBOK 6.6.3.2). Most often the master project schedule is displayed as a
gantt chart, a horizontal bar chart with time on the x-axis.
Schedule Data (PMBOK 6.6.3.3). Metadata about each task is gathered during the project
scheduling process and aggregated into this document. This includes information such as
technical data, potential changes, and information for the project manager.

Project Cost Management

Cost Management Plan (PMBOK 7.1.3.1). A component of the project management plan, this
document describes how the project costs will be planned, structured, and controlled. It
includes items such as level of accuracy, control thresholds, and performance measurement.
Activity Cost Estimates (PMBOK 7.2.3.1). Each task is assigned a budget, and the
aggregate of these estimates results in the project budget. Activity Cost Estimates include
labor, materials, equipment, fixed cost items like contractors, services, facilities, financing costs,
etc. They can be presented in detail or summarized.
Basis of Estimates (PMBOK 7.2.3.2). The supporting data behind the cost estimates can be
compiled into this document. It can contain things like, assumptions, constraints, range (eg.
plus/minus 10%), confidence level, and so forth.
Project Funding Requirements (PMBOK 7.3.3.2). This document takes the Activity Cost
Estimates and adds the additional factor of time. Since the tasks are performed at various
times and the expenditure doesn’t happen at a constant rate throughout the task, the Project
Funding Requirements document specifies the what funds are needed at what milestones to
complete the project.

Project Quality Management

Quality Management Plan (PMBOK 8.1.3.1). A component of the project management plan,
this document describes how the organization’s quality policies will be implemented. It defines
the quality standards against which the products will be measured, how they will be measured,
and what the pass/fail criteria are.
Process Improvement Plan (PMBOK 8.1.3.2). A component of the project management plan,
this document describes the processes used in the production of the project’s deliverables, how
they will be monitored, and under what conditions they might be changed.
Quality Metrics (PMBOK 8.1.3.3). Often included within the quality or process management
plans, above, this document outlines the project or product attributes which will be monitored
and controlled, and how the Control Quality process will control them. It describes specific
product attributes, how it will be measured, and what the acceptable tolerances are.
Quality checklists (PMBOK 8.1.3.4). A checklist is a tool used to conduct the inspections to
confirm the acceptance or rejection of the products based on the quality metrics (above). It can
be a simple check or one or two items or a complex list of frequently performed tasks.

http://www.projectengineer.net/the-pmboks-project-management-documents/ 2/4
3/2/2018 The PMBOK’s Project Management Documents
Quality control measurements (PMBOK 8.3.3.1). This document consists of measurements
of the quality of deliverables produced by the project.

Project Human Resource Management

Human Resource Management Plan (PMBOK 9.1.3.1). A component of the project

management plan, this document describes how the project team will be defined, acquired,
managed and eventually released. It includes information such as organizational charts, roles
and responsibilities, resource calendars, and management techniques.
Project staff assignments (PMBOK 9.2.3.1). The staffing documents for the project team,
including staff directories, organizational charts, etc.
Resource calendars (PMBOK 9.2.3.2). These documents describe the availability of staff
members. They might include commitments to other projects, attendance at conferences, time
zones, work hours, or any other item which restricts the availability of staff members to work on
the project.
Team performance assessments (PMBOK 9.3.3.1). These documents include performance
assessments for individual team members as well as performance assessments of the entire
project team. This can be measured via technical success factors or human resources factors
such as staff turnover rate, team cohesiveness, etc.

Project Communications Management

Communications management plan (PMBOK 10.1.3.1). A component of the project

management plan, this document describes the communication needs of the project, how they
will be structured, monitored and controlled. Standard communication needs such as progress
reports, investor circulars, and the like, are documented as well as non-standard
communication needs like the circumstances when project changes are required.
Project communications (PMBOK 10.2.3.1). Under the Manage Communications process,
many of the actual project communications with stakeholders become part of the project
documents.

Project Risk Management

Risk management plan (PMBOK 11.1.3.1). A component of the project management plan,
this document describes how risk to the project’s success factors will be managed. It includes
things like risk analysis methodologies, budgeting, and definitions of risk probability and impact.
Risk register (PMBOK 11.2.3.1). As the central planning document for project risk analysis
and control, the risk register contains a list of the most important risks to the project’s
completion. For each risk, it identifies the likelihood of occurrence, the impact to the project,
the priority, and response plans where applicable. It also details the initial response to the risk,
i.e. Acceptance, Avoidance, Mitigation, or Transfer.

Project Procurement Management

Procurement management plan (PMBOK 12.1.3.1). As a component of the project

management plan, this document describes what external expertise will be required, its
justification and scope.
Procurement statement of work (PMBOK 12.1.3.2). The statement of work (SOW) describes
the work to be performed under a contract. Different industries often have variations which have
specific meanings, like Terms of Reference, etc.
Procurement documents (PMBOK 12.1.3.3). These are the documents that solicit bids,
quotations, or proposals from interested vendors. They often go by the names Invitation to
Tender, Request for Proposal (RFP), Request for Qualifications (RFQ), and others.
Source selection criteria (PMBOK 12.1.3.4). This document identifies the criteria under
which the bids, quotations or proposals will be evaluated. It identifies how the successful
proponent will be selected.
Make-or-buy decisions (PMBOK 12.1.3.5). Sometimes the decision to use internal resources
versus procuring an external vendor involves many complex factors. This can result in analysis
of pros and cons, analysis documents and project reports. These documents become part of
Make-or-buy decisions, an output of the Plan Project Procurement process.
Agreements (PMBOK 12.2.3.2). Upon signing and execution of contracts and agreements,
agreements with vendors become part of the project documents.

Project Stakeholder Management

Stakeholder Analysis (PMBOK 13.1.2.1). This document analyzes each project stakeholder
in the categories of Power (to create project changes) and Interest in the project.
Stakeholder management plan (PMBOK 13.2.3.1). A component of the project management
plan, this document describes how the stakeholders will be managed. It includes things like the
stakeholder engagement levels, communication requirements, and stakeholder analysis.

http://www.projectengineer.net/the-pmboks-project-management-documents/ 3/4
3/2/2018 The PMBOK’s Project Management Documents
Stakeholder register (PMBOK 13.1.3.1). This document identifies each project stakeholder,
including which part of the project scope is of the most interest to them, what their main
requirements are, their expectations and potential influence.
Issue log (PMBOK 13.3.3.1). Project issues are logged for future reference.

Related Posts:

Project Time Project Project Quality Project

Management Procurement Management Management

About Bernie Roseke, P.Eng., PMP

Bernie Roseke, P.Eng., PMP, is the president of Roseke Engineering. As a bridge engineer
and project manager, he manages projects ranging from small, local bridges to multi-
million dollar projects. He is also the technical brains behind ProjectEngineer, the online project
management system for engineers. He is a licensed professional engineer, certified project manager,
and six sigma black belt. He lives in Lethbridge, Alberta, Canada, with his wife and two kids.

Leave a Reply

Your email address will not be published. Required fields are marked *

Comment

Name *

Email *

Website

Post Comment

RETURN TO TOP OF PAGE COPYRIGHT © 2017 RIVERGREEN SOFTWARE | PRIVACY POLICY | TERMS OF SERVICE

http://www.projectengineer.net/the-pmboks-project-management-documents/ 4/4