Project Documents

Introduction to
Project Documents
as per Project Management Body of Knowledge (PMBOK® Guide 6th Edition)
Prepared by:
Mohammed Irfan, PMP®, MBA-PM, BE

Course Content
 Project Documents, what it contents detailed

explanation
 To which Process group, Knowledge Area and

from which process it is output first
 How each of the project document is used as an

input and updated as an output
Project Documents:
As per PMBOK guide 6th edition, there are 33 project documents which project managers creates, uses, manage changes, and
update during the project lifecycle
Note: Project document does not required Sponsor approval, and furthermore project manager may or may not share these documents with Sponsor
as per his interests and requirements on the project
 Ref: Project Management Body of Knowledge (PMBOK® Guide), page 89 & 559
Course Summary
Overview of Project Documents in project INTIGRATION management
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
Develop Project
INTIGRATION Initiating Assumption log
Management
Charter
Project
Direct and Manage
INTIGRATION Executing Issue log
Management
Project Work
Project
Manage Project Lessons learned
INTIGRATION Executing
Management
Knowledge register
Project
Monitoring Perform Integrated
INTIGRATION Change log
Management
and Controlling Change Control
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
Develop Project
Management
Charter
Project
Direct and Manage
Management
Project Work
Project
Management
Knowledge register
Project
Management
Project
Description Knowledge Process Output from
Document Input to Process
(Contents of Document) Area Group Process
Name
Develop Project
Output 1st Time
 Assumption log is used to record all Assumptions Charter
and Constraints throughout the project life cycle Direct & Manage
Project Work
 High-level strategic and operational assumptions
and constraints are normally identified in the Monitor & Control
business case Project Work
Close Project or
 Lower-level activity and task assumptions are Phase
generated throughout the project such as defining
Project Collect Requirements
Assumption technical specifications, estimates, the schedule,
INTIGRATION Initiating
Log risks, etc.
Management Define Scope Define Scope
 It contains information about assumptions and Create WBS
constraints identified as affecting the project
Sequence Activities Sequence Activities
 Any New assumptions and constraints may be
identified and it shall be added to the log and the Estimate Act. Estimate Act.
Duration Duration
status of existing assumptions and constraints
may be updated or closed out as the project Develop Schedule Develop Schedule
progress
Control Schedule
Ref: Project Management Body of Knowledge (PMBOK® Guide), page 81

Continued: Assumptions log
Project
Name
Estimate Cost
 Any assumptions that are recorded regarding, Control Cost
cost, schedule, equipment, materials, supplies, and
Plan Quality Mangmt.
other physical resources, and risks are updated
accordingly for new assumptions and closed-out Plan Resource
for obsolete assumptions Management
Estimate Activity Estimate Activity
 The assumption log is used for identifying, Resources Resources
managing, and monitoring key assumptions and
Control Resource
constraints that may affect the project. These may Project
Assumption inform the assessment of the priority of individual Identify Risks Identify Risks
INTIGRATION Initiating
Log project risks Perform Qualitative Perform Qualitative
Management
Risk Analysis Risk Analysis
 Much of the SH information about the relative
Perform Quantitative
power, interest, and engagement of stakeholders Risk Analysis
is based on assumptions. This information is
Plan Risk Response
entered into assumption log
Monitor Risks
 Additionally, any constraints associated with
Control Procurement
interacting with specific stakeholders are entered
as well into assumption log Identify SH
Plan SH Engagement
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
Develop Project
Management
Charter
Project
Direct and Manage
Management
Project Work
Project
Management
Knowledge register
Project
Management
Project
Description Knowledge Process Input to Output from
Document
(Contents of Document) Area Group Process Process
Name
Direct & Manage

Output 1st Time
 Throughout the life cycle of a project, the PM will Project Work
normally face problems, gaps, inconsistencies,
or conflicts that occur unexpectedly and that M&C Project
M&C Project Work
require some action so they do not impact the Work
project performance.
Close
Project/Phase
 Its document in which all the issues are recorded
and tracked. Manage Quality
Project
Issue Log INTIGRATION Executing Control Quality
issues may include:
Management
• Issue type,
Manage Team Manage Team
• Who raised the issue and when,
• Description, Control
• Priority, Control Resources
Resources
• Who is assigned to the issue,
• Target resolution date, Manage Manage
Communications Communications
• Status, and
• Final solution. Monitor Monitor
Continued: Issue log
Project
Document
Name
Identify Risk Identify Risk
Perform
Qualitative Risk
 The issue log will help the project manager
Analysis
effectively track and manage issues, ensuring
that they are investigated and resolved. Implement Risk
Responses
 The issue log is created for the first time as an
Project Monitor Risk Monitor Risk
output of Direct & Manage project work
Issue Log INTIGRATION Executing
process. Identify SH Identify SH
Management
 However issues may happen at any time Plan SH
during the project. The issue log is updated as Engagement
a result of the monitoring and control activities Manage SH Manage SH
throughout the project’s life cycle. Engagement Engagement
Monitor SH Monitor SH
Engagement Engagement

Sample of Issue log
Note: Image shows only sample Issue log, however issue logs are created and managed by project
managers and his team depending on the project needs and the organizations standard
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
Develop Project
Management
Charter
Project
Direct and Manage
Management
Project Work
Project
Management
Knowledge register
Project
Management
Project
Name
Output 1st Time
Manage Project Manage Project
 The lessons learned register is created as an Knowledge Knowledge
output of Manage Project Knowledge process
early in the project Direct & Manage Direct & Manage
Project Work Project Work
 Thereafter it is used as an input and updated as
an output in many processes throughout the M&C Project Work M&C Project Work
project
Lessons Project
Learned INTIGRATION Executing Close
Close Project/Phase
 The lessons learned register can include the Project/Phase
Register Management
category and description of the situation. The
Collect Requirements
lessons learned register may also include the
impact, recommendations, and proposed
Validate Scope Validate Scope
actions associated with the situation. The
lessons learned register may record Control Scope Control Scope
challenges, problems, realized risks and
opportunities, or other content as appropriate Estimate Activity Estimate Activity
Duration Duration

Cont.: LL Register
Project
Description Process Output from
Document Knowledge Area Input to Process
(Contents of Document) Group Process
Name
Develop Sch Develop Sch

Control Sch Control Sch
 The persons or teams involved in the Estimate Cost Estimate Cost
work are also involved in capturing the Control Cost Control Cost
lessons learned
Plan Quality
Management
 Knowledge can be documented using
videos, pictures, audios, or other Manage Quality Manage Quality
Lessons Project
suitable means that ensure the efficiency Control Quality Control Quality
Learned INTIGRATION Executing
of the lessons captured Estimate Act
Register Management
Resources
 The lessons learned register is updated
Acquire Resources
with information on challenges
encountered and how they could have Develop Team Develop Team
been avoided as well as approaches that Manage Team Manage Team
worked well
Control Resources Control Resources
Manage Manage

Cont: LL Register
Project
Name
Monitor Monitor
Identify Risks Identify Risks
Plan Risk Responses Plan Risk Responses
 Lessons learned earlier in the project Implement Risk Implement Risk

that can be applied to later phases in Responses Responses
the project to improve performance Monitor Risks Monitor Risks
Lessons Project
Learned INTIGRATION Executing Plan Procurement
 At the end of a project or phase, the
Register Management Management
information is transferred to an
organizational process asset called a Conduct Procurement Conduct Procurement
lessons learned repository
Control Procurement Control Procurement
Manage SH Manage SH
Monitor SH Monitor SH

Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
Develop Project
Management
Charter
Project
Direct and Manage
Management
Project Work
Project
Management
Knowledge register
Project
Management
Project
Document
Name
1. It is used to document changes that occur Output 1st Time Per Integrated CC
during a project
2. The Disposition of all Change request are Direct & Manage
Project Work
recorded in Change log
3. The change log is used to communicate Close
changes and approved, deferred, and rejected Project/Phase
change requests to the impacted stakeholders Project
Change Log INTIGRATION Executing
4. The change log may introduce a new Management Manage Comm.
stakeholder or change the nature of an
existing stakeholder’s relationship to project Identify SH
5. The change log contains changes to the Plan SH
original scope of the project Engagement
6. The change log may be updated based on any Manage SH Manage SH
change requests Engagement Engagement

Sample of Change log
Note: Image shows only sample Change log, however change logs are created and managed by
project managers and his team depending on the project needs and the organizations standard
Overview of Project Documents in project SCOPE management
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
SCOPE Planning
Management
Requirements Documentation
Project
SCOPE Planning
Management
Requirements Traceability Matrix
Project
Project Scope
SCOPE Planning Define Scope
Management
Statement
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
SCOPE Planning
Management
Project
SCOPE Planning
Management
Project
Project Scope
Management
Statement
Project
Name
 Requirements documentation describes Collect

Output 1st Time
Requirements
how individual requirements meet the
business need for the project
Direct & Manage
Project work
 It may start out at a high level and become
progressively more detailed as more Close Project or
information about the requirements is Phase
known
Define Scope Define Scope
Requirements  Before being baselined, requirements Project SCOPE
Planning
Documentation need to be unambiguous (measurable and Management
testable), traceable, complete, consistent, & Create WBS Create WBS
acceptable to key SH
Validate Scope Validate Scope
 The format of requirements document may
range from a simple document listing all
requirements categorized by SH and
Control Scope Control Scope
priority, to more elaborate forms
containing an executive summary,
Plan Quality
detailed descriptions, and attachments
Management
Ref: Project Management Body of Knowledge (PMBOK® Guide), page 147 & 148
Continued: Req. Doc.
Project
Name
 Requirements can be categorize into different Plan Resource

types Management
 Business req. (SH needs) Plan
 Technical solutions req. (how those needs will Communications
be implemented) Management
 Requirements can be grouped into Identify Risks

classifications allowing for further refinement
and detail as the requirements are elaborated Project Plan Procurement Plan Procurement
Requirements  Business requirements (High-level needs of Management Management
SCOPE Planning
Documentation organization) Management
 SH requirements (needs of SH) Conduct Conduct
 Solution requirements are (features, functions, Procurement Procurement
& charct’ics. of product)
 Functional requirements
Control Procurement
 Nonfunctional requirements
 Transition & readiness requirements
 Project requirements
Identify SH
 Quality requirements
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
SCOPE Planning
Management
Project
SCOPE Planning
Management
Project
Project Scope
Management
Statement
Project
Document
Name
Collect
 The requirements traceability matrix is a grid that links Output 1st Time
Requirements
product requirements from their origin to the
deliverables that satisfy them Direct & Manage
 Its implementation helps ensure that each requirement Project work
adds business value by linking it to the business and Perform
project objectives Integrated CC
 It provides a means to track requirements throughout
Define Scope
the project life cycle
 It ensure that approved requirements are delivered at Validate Scope Validate Scope
Requirements Project
the end of the project.
Traceability SCOPE Planning Control Scope Control Scope
 Finally, it provides a structure for managing changes
Matrix to the product scope Management
Plan Quality Plan Quality
Management Management
 Tracing requirements includes but is not limited to:
 Business needs, opportunities, goals, and objectives; Plan Procurement Plan Procurement
 Project objectives; Management Management
 Project scope and WBS deliverables;
Conduct
 Product design and Product development; Procurement
 Test strategy and test scenarios; and
 From High-level to more detailed requirements Control Control
Procurement Procurement
Example of Requirements Traceability Matrix
Copy Ref: Project Management Body of Knowledge (PMBOK® Guide), page 149
Project Document
Knowledge Area Process
(Output 1st Time)
Project
Requirements
SCOPE Collect Requirements
Management
Documentation
Project
Requirements Traceability
SCOPE Collect Requirements
Management
Matrix
Project
SCOPE Define Scope Project Scope Statement
Management
Project
Name
 The project scope statement is the description
of the project scope, major deliverables,
assumptions, and constraints
 It documents the entire scope, including Output 1st Time
project and product scope. Define Scope
 It describes the project’s deliverables in detail

 It also provides a common understanding of
the project scope among project
Project Project
stakeholders.
Scope SCOPE Planning
Statement Management
 It may contain explicit scope exclusions that
can assist in managing stakeholder
expectations
 The detailed project scope statement Create WBS
includes the following
 1. Product scope description,
 2. Deliverables,
 3. Acceptance criteria,
 4. Project exclusions
Cont: Project Scope Statement
Project
Name
 It enables the project team to perform more

detailed planning, guides the project team’s
work during execution, and provides the
Output 1st Time
baseline for evaluating whether change Define Scope
requests or additional work are contained
within or outside the project’s boundaries
Project  Project Scope Statement = Product Scope + Project

Scope Project Scope SCOPE Planning
Statement Management
 Project Scope = Product Scope + Work
performed to deliver a product, service, or
result with the specified features and functions
Create WBS
 Scope Baseline = Project Scope Statement

+ WBS + WBS Dictionary

Overview of Project Documents in project SCHEDULE management
Process Project Document

Group (Output 1st Time)
Project SCHEDULE
Management
Planning Define Activities Activity List
Project SCHEDULE
Management
Planning Define Activities Activity Attributes
Project SCHEDULE
Management
Planning Define Activities Milestone List
Project SCHEDULE Project Schedule Network

Planning Sequence Activities
Management Diagram
Project SCHEDULE
Management
Planning Estimate Activity Duration Duration Estimates
Project SCHEDULE
Management
Planning Develop Schedule Project Schedule
Project SCHEDULE
Management
Planning Develop Schedule Schedule Data
Project SCHEDULE
Management
Planning Develop Schedule Project Calendars
Project SCHEDULE Monitoring

Control Schedule Schedule Forecasts
Management and Controlling
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Document
Name
1. An Activity is the specific actions or effort

Output 1st Time Define Activities
required to be performed to produce the project
deliverables.
Direct & Manage
2. Activity list includes Activity Identifier, work Project Work
description in sufficient detail for each activity
Sequence Sequence
3. These are scheduled activities on the project Activities Activities
Project Estimate
Activity List 4. Activity list shall be updated periodically as SCHEDULE Planning Estimate Activity
Activity
project progress for Rolling wave planning & Management Durations
Durations
Agile techniques
Develop
5. In the Activity list work description in sufficient Schedule
detail to ensure that project team members
understand what work is required to be Estimate
completed Activity
Resources

Sample of Activity List
Activity list with at Initial stage
Activity list with Durations &

Dates after Sequence Act. &
Est. Activity duration
process
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Document
Name
 Activity attributes extend the description of the Output 1st Time Define Activities
activity by identifying multiple components
associated with each activity
 The components for each activity evolve over time, Sequence Sequence
Initial preparation Stage, Activities Activities
 Unique activity identifier (ID), WBS ID, and activity
label or activity name
Estimate Activity Estimate Activity
 When completed, they may include Project Durations Durations
Activity
 Activity descriptions, SCHEDULE Planning
Attributes
 Predecessor activities, & successor activities, Management
 Logical relationships, leads and lags, Develop Develop
 Resource requirements, Schedule Schedule
 Imposed dates, constraints, and assumptions
 Place of work (location),
 Project Calendar activity assigned to Estimate Activity Estimate Activity
 Type of effort Involved Resources Resources
 Used for Schedule Development

Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Name
Output 1st Time Define Activities
Direct & Manage

1. A milestone is a significant point or event in a Project Work
project. A milestone list identifies all project
M&C Project Work
milestones and indicates whether the milestone
is mandatory, such as those required by Close Project or Phase
contract, or optional, such as those based on
historical information. Project Sequence Activities Sequence Activities
Milestone
INTIGRATION Planning
List Estimate Activity
2. Milestones have zero duration because they Management
Duration
represent a significant point or event.
Develop Schedule
3. The milestone list shows the scheduled dates
for specific millstones or final dates on which the
Risk Analysis
project milestones have been accomplished.
Plan Procurement Plan Procurement
Control Procurement

Sample of Milestone List
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Name
 Its is a graphical representation of the logical

relationships
 Its commonly presented in the activity-on-node Output 1st Time

diagram format showing activities and Sequence
relationships Activities
 Presented without a time scale, referred to as a

Project pure logic diagram
Project
Schedule
SCHEDULE Planning
Network  Presented in a time-scaled format that is sometimes
called a logic bar chart Management
Diagram
 Another presentation is a time-scaled logic diagram.

These diagrams include a time scale and bars that
Develop Schedule
represent the duration of activities with the logical
relationships
 Its produced manually or by using PM software
Cont: Project Sch. ND
Project
Documen Input to Process
t Name
 It can include full project details, or have one or
more summary activities.
 A summary narrative can accompany the diagram

and describe the basic approach used to
Output 1st Time Sequence
sequence the activities
Activities
 Any unusual activity sequences within the
Project network should be fully described within the
Project
Schedule narrative
SCHEDULE Planning
Network
 Activities that have multiple predecessor Management
Diagram
activities indicate a path convergence
 Activities that have multiple successor activities

indicate a path divergence Develop Schedule
 Activities with divergence and convergence are

at greater risk as they are affected by multiple
activities or can affect multiple activities
Sample of Schedule Network Diagram
Sample of Network diagram from Primavera copy reference from PMBOK gude 6th edition page no 193
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Name
1. Duration estimates are quantitative

assessments of the likely number of time Estimate Act.
Output 1st Time
periods that are required to complete an Duration
activity, a phase, or a project
2. Duration estimates do not include any lags
3. Duration estimates may include some Develop Sch. Develop Sch.

Project
Duration indication of the range of possible results
SCHEDULE Planning
Estimates
Management
4. For example: A range of 2 weeks ± 2 days,
which indicates that the activity will take at least
Identify Risk
8 days and not more than 12; or
5. A 15% probability of exceeding 3 weeks, which

indicates a high probability—85%—that the Perform Quantitative
activity will take 3 weeks or less. Risk Analysis

Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Description Knowledge Process
Document Input to Process Output from Process
(Contents of Document) Area Group
Name
1. Project schedule is linked activities with planned Output 1st Time Develop Schedule
dates, durations, milestones, and resources,
(while the planned dates are minimum) Direct & Manage
Project Work
2. Project schedule remains preliminary until resource Control Schedule Control Schedule
assignments have been confirmed and scheduled
Estimate Costs
start and finish dates are established
Determine Budget Determine Budget
3. This process usually occurs not later than the Plan Resource
completion of the Pm-plan Project Management
Project
SCHEDULE Planning Acquire Resources Acquire Resources
Schedule 4. Project schedule may be presented in summary Management
form, sometimes referred to as the master schedule Develop Team Develop Team
or milestone schedule, or presented in detail Control Resources
Plan Communications Magmt
5. Project schedule model can be presented in tabular
form, Bar Charts, Milestone Charts, Project Manage Communications
Schedule Network diagram Plan Risk Responses Plan Risk Responses
6. Its a “living” document, & updated as the project is Conduct Procurement

being executed Plan SH Engagement

Sample of Project schedule
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Name
 Schedule data for project schedule model is collection
of information for describing and controlling the
schedule
 Schedule data includes, at a minimum following

 Schedule milestones and Schedule activities Output 1st Time
Develop
 Activity attributes Schedule
 Docum. of all identified assumptions & constraints
 Alternative schedules, such as best-case or worst-case,
not resource-leveled or resource-leveled, or with or
without imposed dates Project
Schedule
 Resource histogram, and Cash-flow projections, SCHEDULE Planning
Data
 Order and delivery schedules, or any other relevant Management
information
 New project schedule network diagrams may be
developed to display approved remaining durations Control
and approved modifications to the schedule Control Schedule
Schedule
 In case of schedule delays, new target schedule with
forecasted start and finish dates is needed to provide
realistic data for directing work, measuring performance,
& measuring progress.
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Name
1. A project calendar identifies working

days and shifts that are available for
scheduled activities. Output 1st Time Develop Schedule
2. It distinguishes time periods in days or

parts of days that are available to
complete scheduled activities from time Project
Project
periods that are not available for work. SCHEDULE Planning
Calendars
Management
3. A schedule model may require more
than one project calendar to allow for
different work periods for some activities Control Schedule
to calculate the project schedule.
4. The project calendars may be updated.

Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Management Diagram
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management
Project SCHEDULE
Management

Project
Document
Name
 Schedule updates are forecasts of estimates or

predictions of conditions and events in the project’s
future based on information and knowledge available at Control Schedule
Output 1st Time
the time of the forecast
 Forecasts are updated and reissued based on work
performance information provided as the project is
executed
 It can include earned value performance indicators, as well Project Monitoring
Schedule
as schedule reserve information that could impact project SCHEDULE and
Forecast in future Monitor and Control Monitor and Control
Management Controlling
 Based on project’s past performance, schedule forecasts
are used to determine if project is within defined tolerance
ranges for schedule and to identify any necessary change
requests
 Forecasts may be compared to the results of a Perform
quantitative schedule risk analysis to determine the Quantitative Risk
confidence level associated with achieving these targets Analysis

Overview of Project Documents in project COST management
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
COST Planning Estimate Costs Cost Estimates
Management
Project
Monitoring
COST Control Costs Cost Forecasts
Management
and Controlling
Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
Management
Project
Monitoring
Management
and Controlling
Project
Document
Name
1. It includes quantitative assessments of the

Output 1st Time Estimate Cost
probable costs required to complete project
work
2. It also includes Contingency amounts to
account for identified risks, and Management Determine Budget Determine Budget
reserve to cover unplanned work
Control Cost
3. Presented in Summary or Detail form
Cost 4. Direct Cost estimates are direct labor, Project COST
Planning Estimate Act
Estimates materials, equipment, services, facilities, Management Resources
information technology, and special categories
such as cost of financing (including interest Identify Risk
charges), an inflation allowance, exchange
rates, or a cost contingency reserve
Perform
5. Indirect costs, are included in the project Quantitative Risk
estimate, or included at the activity level or at Analysis
higher levels

Project
Knowledge Process
Process Document
Area Group
(Output 1st Time)
Project
Management
Project
Monitoring
Management
and Controlling
Project
Description Knowledge Input to Output from
Document Process Group
(Contents of Document) Area Process Process
Name
1. Cost forecast is the practice of Output 1st Time

Control Cost
forecasting the cost of completing a
project with a defined scope
2. Based on the project’s past

performance, the cost forecasts are M&C Project Work M&C Project Work
used to determine if the project is within Project COST Monitoring
Cost Forecast
defined tolerance ranges for budget and Management and Controlling
to identify any necessary change Perform
requests. Quantitative Risk
3. Calculated EAC value or a bottom-up Analysis
EAC value is documented and
communicated to stakeholders.
Plan Risk
Response

Overview of Project Documents in project RESOURCE management

Project RESOURCE Plan Resource

Planning Team Charter
Project RESOURCE Estimate Activity

Planning Resource Requirements
Management Resources
Project RESOURCE Estimate Activity Resource Breakdown

Planning
Management Resources Structure
Project RESOURCE Physical Resource

Executing Acquire Resources
Management Assignments
Project RESOURCE Project Team

Project RESOURCE
Management
Executing Acquire Resources Resource Calendars



Planning


Project RESOURCE
Management
Project Output
Description Knowledge Process Input to
Document from
Name Process
 Team charter is a document that establishes the team values,
agreements, & operating guidelines for the team
 The team charter may include following: Plan
Output 1st Time
 Team values, Resource
 Communication guidelines, Management
 Decision-making criteria and process,
 Conflict resolution process,
 Meeting guidelines,
 Team agreements, and Ground Rules
 It establishes clear expectations regarding acceptable behavior by Project
Team Charter project team members RESOURCE Planning Develop Develop
 Early commitment to clear guidelines decreases misunderstandings and Management Team Team
increases productivity
 The team charter works best when team develops it, or at least has an
opportunity to contribute to it
 All project team members share responsibility for ensuring rules
documented in team charter are followed Manage
Team
 The team charter can be reviewed and updated periodically to ensure a
continued understanding of the team ground rules and to orient and
integrate new team members



Planning


Project RESOURCE
Management
Project
Name
 Resource requirements identify the types and Estimate Activity
Output 1st Time
quantities of (material, equipment, supplies) resources Resources
required at the following levels
 Activity in a work package, Estimate Activity
 Each work package, Durations
 Aggregated to determine the estimated resources for Develop Schedule Develop Schedule
each work package,
 Each WBS branch, or Estimate Cost
 Project as a whole
 Amount of detail and the level of specificity of the Project Acquire Resources Acquire Resources
Resource
resource requirement descriptions can vary by RESOURCE Planning
Requirements Control Resources
application area Management
 The resource requirements’ documentation can include Identify Risks
assumptions that were made in determining types of
resources are applied, their availability, and what Perform Quantitative
quantities are needed Risk Analysis
 Resource requirements provide quantitative
assessments of project resource requirements, ideally Plan Procurement
Management
expressed as a range
 Resource requirements by time period, often in the
Control Procurement
form of a resource histogram




Planning


Project RESOURCE
Management
Project
Document
Name
 RBS is a hierarchical representation of resources by
Estimate
category and type that is used for planning,
Output 1st Time Activity
managing, & controlling project work
Resources
 Categories example: Labor, Material, Equipment, &
Supplies
 Types example: Skill level, Grade level, Required Manage Project
Certifications etc. Knowledge
Resource  Each descending (lower) level represents an Project

Breakdown increasingly detailed description of the resource until RESOURCE Planning
Estimate Activity
Structure the information is small enough to be used in Management Durations
conjunction with the work breakdown structure (WBS)
to allow work to be planned, monitored, & controlled
 In Plan Resource Management, RBS was used to Acquire

guide the categorization for the project Resources
 In Estimate Activity Resources it is a completed

Control Control
document that will be used to acquire and monitor
Resources Resources
resources
Example of Resource Breakdown Structure
Copy Ref: Project Management Body of Knowledge (PMBOK® Guide), page 327



Planning


Project RESOURCE
Management
Project
Name
1. Documentation of the physical

resource assignments records the
material, equipment, supplies,
locations, and other physical Output 1st Time Acquire Resources
resources that will be used during the
project
2. It describes the expected resource

Physical Project
utilization along with details such as
Resource RESOURCE Executing
type, amount, location, and whether
Assignment Management
the resource is internal to the
organization or outsourced.
Control Resources Control Resources
3. Physical resource assignments are
dynamic and subject to change due
to availability, the project,
organization, environment, or other
factors




Planning


Project RESOURCE
Management
Project
Name
Output 1st Time Acquire

Resources
 Project Team assignments records the team
members and their roles and Manage Project
responsibilities for the project. Knowledge
 It can include a project team directory and

names inserted into the project Estimate Activity Duration
Project
Project Team management plan, such as the project
RESOURCE Executing
Assignment organization charts and schedules
Management
Develop Schedule
 Project team assignments provide
information on the type of competencies
and experience, skills and abilities
available in the project and the knowledge Develop Team Develop Team
that may be missing
Manage Team Manage Team

Continued: Project Team Assignment
Project
Name
 It specify which resources are
assigned to each activity.
Plan Risk
Plan Risk Responses
Responses
 All required changes are recorded in
the project team assignments
 When Risk responses are confirmed,

necessary resources should be
allocated to each action associated Implement Risk
with a risk response plan Project Responses
Project Team
RESOURCE Executing
Assignment
 It contains information on the skills Management
and abilities of the project team and
their availability to support the
procurement activities.
 If the project team does not have the Plan Procurement

skills to perform activities for which Management
they are responsible, additional
resources may be acquired or
training may be provided or both




Planning


Project RESOURCE
Management
Project
Document
Name
Output 1st Time

 A resource calendar identifies the working
Acquire
days, shifts, start, and end of normal business Acquire Resources
Resources
hours, weekends, and public holidays when
each specific resource is available
 Information on which resources (such as team

resource, equipment, and material) are
potentially available during planned activity Project Estimate Activity
Resource Durations
period is used for estimating resource RESOURCE Executing
Calendars
utilization Management
 Creating reliable schedule depends on having

a good understanding of each resource’s Develop Schedule
availability and schedule constraints,
including time zones, work hours, vacation
time, local holidays, maintenance schedule,
and commitments to other projects
Control Schedule Control Schedule
Continued Resource Calendars
Project
Document
Name
 It also specify when, and for how long,

identified resources will be available during the
project, and this information may be at the Estimate Activity
activity or project level Resources
 It includes consideration of attributes such as

resource experience and/or skill level, as well
as various geographical locations Develop Team Develop Team
Project
Resource
 Resource calendars created as an output of RESOURCE Executing
Calendars
Acquire Resources process, they are used as Management
needed whenever this process is repeated Plan Risk
Responses
 Resource calendars are progressively
elaborated & updated throughout the project
Conduct
 Resource calendars identify when potential
Procurements
resources are available to be allocated to
agreed-upon risk responses
Overview of Project Documents in project SCHEDULE, COST RESOURCE management
Project Document
Knowledge Area Process Group Process
(Output 1st Time)
Project SCHEDULE Estimate Activity Basis of Estimates

Planning
Management Duration (For Duration)
Project COST Management Planning Estimate Costs Basis of Estimates

(For Cost)
Estimate Activity Basis of Estimates

Project RESOURCE
Planning (For Resources)
Project
Name
M&C Project Work
1. It’s a supporting documentation which
should provide a clear and complete Per Integrated CC
Project
understanding of how the duration or Cost
SCHEDULE Close Project/Phase
estimate was derived.
Management
2. Basis of the estimate (i.e., how it was Estimate Act.
developed), Output 1st Time
Duration
and
3. All assumptions made
Develop Sch.
4. known constraints
Project COST
Basis of 5. Indication of the range of possible estimates Control Sch.
Management Planning
Estimates (e.g., ±10%) to indicate that the duration or
Output 1st Time Estimate Cost
cost is estimated between a range of values)
and
6. Indication of the confidence level of the final
Determine Budget
estimate, and
Project
7. Individual project risks influencing this Control Cost
RESOURCES
estimate Estimate Act.
Management Output 1st Time
8. Resources used to develop the estimate Resources
(such as information from previous similar
projects), Perform Quantitative
Risk Analysis
Ref: Project Management Body of Knowledge (PMBOK® Guide), page 204, 247 & 326
Overview of Project Documents in project QUALITY management

Project QUALITY Plan Quality

Planning Quality Metrics
Project QUALITY
Management
Executing Manage Quality Quality Report
Project QUALITY Test and Evaluation

Executing Manage Quality
Management Documents
Project QUALITY Monitoring Quality Control

Control Quality
Management and Controlling Measurements

Project QUALITY
Management


Control Quality
Project
Name
 A quality metric specifically describes a project

or product attribute & how the Control Quality
process will verify compliance to it.
Output 1st Time Plan Quality
Management
 Manage Quality process uses quality metrics
as a basis for development of test scenarios
for project and its deliverables and as a basis
for improvement initiatives
Quality  Quality metrics should include the following Project QUALITY

Planning
Metrics Management Manage Quality
 Percentage of tasks completed on time
 Cost performance measured by CPI
 Failure rate
 Number of defects identified per day
 Total downtime per month
 Errors found per line of code
 Customer satisfaction scores Control Quality
 Percentage of requirements covered by the
test plan as a measure of test coverage


Project QUALITY
Management


Control Quality
Project
Name
 The quality reports can be graphical,

Output 1st Time Manage Quality
numerical, or qualitative.
 The information provided can be used by

other processes and departments to take
corrective actions in order to achieve the M & C Project work
project quality expectations.
 The information presented in the quality Close Project or

Project
Quality reports may include Phase
QUALITY Executing
Report  All quality management issues escalated
by the team; Management
 Recommendations for process, project, Validate Scope
and product improvements;
 Corrective actions recommendations
(including rework, defect/bugs repair, Manage
100% inspection, and more); and Communications
 The summary of findings from the
Control Quality process
Control Procurement


Project QUALITY
Management


Control Quality
Project
Name
 Test and evaluation documents can be

created based on industry needs and
the organization’s templates
Output 1st Time Manage Quality
 They are inputs to the Control Quality
process and are used to evaluate the
achievement of quality objectives
Test and Project
Evaluation  These documents may include dedicated QUALITY Executing
Documents checklists and detailed requirements Management
traceability matrices as part of the
document
Control Quality Control Quality
 Test and evaluation documents may be
modified as a result of Control quality
process in order to make future tests
more effective

Project QUALITY
Management


Control Quality
Project
Name
 Quality control measurements

document the results of Control
Quality activities and demonstrate Output 1st Time Control Quality
compliance with the quality
requirements
 Its used to analyze & evaluate the

quality of the processes and Project Monitoring
Quality Control
deliverables of the project against the QUALITY and
Measurements Close Project or
standards of the performing Management Controlling Phase
organization or the specified
requirements.
 It can also compare the processes

used to create the measurements &
validate actual measurements to Manage Quality
determine their level of correctness
Overview Project Documents in project COMMUNICATIONS management

Project
Manage Project
COMMUNICATIONS Executing Communications
Management Communications
Project
Manage Project
COMMUNICATIONS Executing Communications
Management Communications
Project
Description Process Input to Output from
Document Knowledge Area
(Contents of Document) Group Process Process
Name
 Project communications artifacts may include Manage

Output 1st Time
Communications
but are not limited to:
 Performance reports,
Direct & Manage
 Deliverable status,
Project Work
 Schedule progress,
 Cost incurred,
 Presentations, and Close Project or
Project Phase
Project  Other information required by SH
COMMUNICATIONS Executing
Communications  Project communications include Management Monitor
communications that have been distributed Communications
to stakeholders as defined in the
communications management plan and the
stakeholder engagement plan
 Project communications include any and all Monitor SH
communications that have been created Engagement
throughout the project

Overview of Project Documents in project RISK management

Project RISK Management Planning Identify Risks Risk Register
Project RISK Management Planning Identify Risks Risk Report


Project
Name
 Risk register captures details of identified individual Output 1st Time Identify Risks
project risks
 RR includes three basic information Perform Qualitative Perform Qualitative
1. List of identified risks: Each individual project risk is Risk Analysis Risk Analysis
given a unique identifier in risk register, Identified risks
Perform Quantitative Perform Quantitative
are described in as much detail as required to ensure
Risk Analysis Risk Analysis
unambiguous understanding. A structured risk
statement may be used to distinguish risks from their Plan Risk Plan Risk
cause(s) and their effect(s) Responses Responses
2. Potential risk owners: are identified during the
Implement Risk Implement Risk
Identify Risks process, the risk owner is recorded in Project RISK Responses Responses
Risk Register Planning
the risk register. This will be confirmed during the Management
Perform Qualitative Risk Analysis process Monitor Risks Monitor Risks
3. List of potential risk responses: are identified during Plan Procurement Plan Procurement
the Identify Risks process, it is recorded in the risk Management Management
register. This will be confirmed during the Plan Risk
Identify Stakeholders
Responses process.
Plan SH
 Additional data may be recorded for each identified risk, Engagement
depending on the risk register format specified in the Monitor SH Monitor SH
risk management plan Engagement Engagement
Continued: Risk Register
Project
Name
 Results of Perform Qualitative Risk Analysis, Plan Conduct Conduct
Risk Responses, Implement Risk Responses, and Procurements Procurements
Monitor Risks are recorded in the risk register as Control Control
those processes are conducted throughout the Procurements Procurements
project
Direct & Manage Direct & Manage
 Risk register may contain limited or extensive risk
information depending on project variables such as Monitor & Control Monitor & Control
size and complexity, this may include Project Work Project Work
 Short Risk Title
Close Project or
Risk  Assessment of probability & impacts for each risk, Project RISK
Planning Phase
Register  Priority level or Risk score Management
 Risk Urgency Information
Define Scope
 Risk category
 Current risk status
Estimate Activity
 One or more causes, Durations
 One or more effects on objectives,
 Risk triggers Develop Schedule Develop Schedule
 WBS reference of affected activities
 Timing Information (when Identified, Might Occur, Control Schedule
Deadline to take action)
 Watch list for low-priority risks or further risk analysis Estimate Costs Estimate Costs

Continued: Risk Register
Project
Name
 The priority level for each risk can help to Determine Budget Determine Budget
guide the selection of appropriate risk
responses. For example; Control Costs
 High-priority threats or opportunities may
require priority action and highly proactive Plan Quality Plan Quality
response strategies. Management Management
 Threats and opportunities in the Low-priority
zone may not require proactive management Manage Quality
action beyond being placed in the risk register
as part of the watch list or adding a Control Quality
contingency reserve. Project RISK Plan Resource
Risk Register Planning
 Some risks are transferred via a procurement Management Management
agreement
Estimate Activity
 Each approved seller comes with its own Resources
unique set of risks, depending on seller’s
organization, the duration of contract, Acquire Resources
external environment, the project delivery
method, the type of contracting vehicle Control Resources Control Resources
chosen, and the final agreed-upon price.
 Changes are made to the risk register during Manage
the contracting process, which reflect the Communications
specific risks of each seller

Project
Name
 Risk report presents information on sources of overall
Output 1st Time Identify Risks
project risk, together with summary information on
identified individual project risks
 Risk report is developed progressively throughout Perform Qualitative

Project Risk Management process Risk Analysis
 Results of Perform Qualitative Risk Analysis, Perform Perform

Quantitative Risk Analysis, Plan Risk Responses, Quantitative Risk
Risk Analysis
Implement Risk Responses, and Monitor Risks are Analysis
also included in the risk report as those processes are
completed. Project RISK Plan Risk Plan Risk
Risk Report Planning Responses Responses
 On completion of Identify Risks process, information
Management
in the risk report may include;
 Sources of overall project risk, indicating which are Implement Risk Implement Risk
most important drivers of overall project risk Responses Responses
exposure
 Summary information on identified individual
project risks, number of identified threats and
opportunities, distribution of risks across risk
categories, metrics and trends, etc. Monitor Risks Monitor Risks
 Additional information depending on the reporting
requirements specified in Risk mangmt. plan
Continued: Risk Report
Project
Name
 Risk report may also include details of the top
individual project risks, agreed upon responses & Direct & Manage
Project Work
owners, & conclusions and recommendations
 It may also include conclusions from risk audits on Monitor & Control
the effectiveness of risk management process Project Work
 Risk report presents information on sources of

overall and individual project risks involved by the Perform Integrated
CC
change request
Project RISK
Risk Report Planning
 Risk report provides information on the risk status Management
and is used to check that there are no open risks at Close Project or
the end of the project Phase
 Risk report provides information on risk exposure

that can impact quality objectives of the project
Manage Quality
 Information on sources of overall project risk, &

summary information on identified individual
Manage
project risks in the risk report is communicated to
Communications
risk owners and other impacted stakeholders
Overview Project Documents in project STAKEHOLDER management

Project
Identify Stakeholder
STAKEHOLDER Initiating
Management Stakeholders Register
Project
Identify Stakeholder
STAKEHOLDER Initiating
Management Stakeholders Register
Project
Name
Output 1st Time
Identify Stakeholders
Plan Stakeholder
 Stakeholder register contains information of identified Engagement
stakeholders
Manage Stakeholder Manage Stakeholder
SR includes three important details information Engagement Engagement
Monitor Stakeholder Monitor Stakeholder
1. Identification information: Name, organizational Engagement Engagement
position, location and contact details, and role on
project Plan Risk Management
Project
Stakeholder 2. Assessment information: Major requirements, Identify Risks
STAKEHOLDER Planning
Register expectations, potential for influencing project Management Perform Qualitative Risk
outcomes, and the phase of the project life cycle Analysis
where the stakeholder has the most influence or
impact Plan Risk Responses
3. Stakeholder classification: Internal/external, Plan Procurement Plan Procurement

impact/influence/power/interest, ex: (SH grid) Management Management
upward/downward/outward/sideward, or any other Conduct
classification model chosen by the project manager Conduct Procurements
Procurements
Control
Control Procurements
Procurements
Continued: Stakeholder Register
Project
Name
Direct and Manage
 Information on existing or new stakeholders is Project Work
gathered during the lifecycle of a project and it
Manage Project
is recorded and updated in the stakeholder
Knowledge
register
 Stakeholder register captures the requirements
and expectations that stakeholders have for Define Scope
the project and who can provide information on Plan Quality Plan Quality
requirements Management Management
Project
Stakeholder
STAKEHOLDER Planning Plan Resource
Register  This register may reveal stakeholders’ needs or
expectations for specific resources to be Management Management
used on the project that need to be considered Acquire Resources Acquire Resources
in the Acquire Resources process
Plan Communications Plan Communications
 Stakeholder register also used to Plan, Manage Management Management
and Monitor communications activities with Manage Manage
stakeholders (such as any individuals, groups, Communications Communications
or organizations) that will need various types of
Monitor
information
Communications

Presented by:
Mohammed Irfan, PMP®, MBA-PM, BE

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Introduction to

Mohammed Irfan, PMP®, MBA-PM, BE

 Project Documents, what it contents detailed

 To which Process group, Knowledge Area and

 How each of the project document is used as an

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 81

Direct & Manage

Identify Risk Identify Risk

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 96

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 104

Develop Sch Develop Sch

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 104

 Lessons learned earlier in the project Implement Risk Implement Risk

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 104

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 120

 Requirements documentation describes Collect

 Requirements can be categorize into different Plan Resource

 Requirements can be grouped into Identify Risks

 It describes the project’s deliverables in detail

 It enables the project team to perform more

Project  Project Scope Statement = Product Scope + Project

 Scope Baseline = Project Scope Statement

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 154

Process Project Document

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

1. An Activity is the specific actions or effort

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 185

Activity list with at Initial stage

Activity list with Durations &

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 186

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

Output 1st Time Define Activities

Direct & Manage

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 186

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

 Its is a graphical representation of the logical

 Its commonly presented in the activity-on-node Output 1st Time

 Presented without a time scale, referred to as a

 Another presentation is a time-scaled logic diagram.

 Its produced manually or by using PM software

 A summary narrative can accompany the diagram

 Activities that have multiple successor activities

 Activities with divergence and convergence are

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

1. Duration estimates are quantitative

2. Duration estimates do not include any lags

3. Duration estimates may include some Develop Sch. Develop Sch.

5. A 15% probability of exceeding 3 weeks, which

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 203

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

6. Its a “living” document, & updated as the project is Conduct Procurement

Ref: Project Management Body of Knowledge (PMBOK® Guide), page 217

Project SCHEDULE Project Schedule Network

Project SCHEDULE Monitoring

 Schedule data includes, at a minimum following