PMBOK Guide Fourth Edition TEMPLATES

Included in this section are templates from the Project Management

Institute, aligned with the PMBOK Guide Fourth dition and
modified for the Oregon !epartment of "uman #er$ices% &he
templates can 'e $iewed with Microsoft (ord and )cel, and can 'e
modified to *our specific project+s needs%
&he forms are arranged se,uentiall* as the* appear in the PMBOK
Guide Fourth dition% - 'lan. cop* of the template and a guide with
a description of the information that goes into each field is presented%
For more information on the form, please consult the PMBOK Guide
Fourth dition%

INITIATING FORMS
1.01 Projet !h"rter
&he Project /harter is a document that formall* authori0es a project
or phase% &he Project /harter defines the reason for the project and
assigns a project manager and his or her authorit* le$el for the
project% 1&emplate2 1Guide2
1.0# St"$eho%der Re&i'ter
&he #ta.eholder 3egister is used to identif* those people and
organi0ations impacted '* the project and document rele$ant
information a'out each sta.eholder% 1&emplate2 1Guide2
PLANNING FORMS
#.01 Re(uire)ent' *ou)ent"tion
3e,uirements documentation includes re,uirements, categories,
sta.eholders associated with re,uirements and acceptance criteria%
&his documentation assists the project manager in ma.ing trade4off
decisions among re,uirements and in managing sta.eholder
e)pectations% 1&emplate2 1Guide2
#.0# Re(uire)ent' M"n"&e)ent P%"n
&he 3e,uirements Management Plan is part of the Project
Management Plan% It specifies how re,uirements will 'e managed
throughout the project% 1&emplate2 1Guide2
#.0+ Re(uire)ent' Tr"e",i%it- M"tri.
- 3e,uirements &racea'ilit* Matri) is used to trac. the $arious
attri'utes of re,uirements throughout the project life c*cle% It uses
information from the 3e,uirements !ocumentation and traces how
those re,uirements are addressed throughout the project%
1&emplate2 1Guide2
#.0/ Projet So0e St"te)ent
&he Project #cope #tatement is used to define, de$elop, and
constrain the project and product scope% 1&emplate2 1Guide2
#.01 2or$ Bre"$do3n Struture 42BS5 *i"&r")
&he (B# is used to decompose all the wor. of the project% It 'egins
at the project le$el and is successi$el* 'ro.en down into finer le$els
of detail% &he lowest le$el is a wor. pac.age% 1Graphic2 1Outline2
#.10 Mi%e'tone Li't
&he Milestone 5ist defines all the project milestones and descri'es
the nature of each one% It ma* categori0e the milestone as optional or
mandator*, internal or e)ternal, interim or final, or in an* other wa*
that supports the needs of the project% 1&emplate2 1Guide2
#.1/ Ati6it- *ur"tion E'ti)"te'
-cti$it* !uration stimates pro$ide information on the amount of time
it will ta.e to complete project wor.% 1&emplate2 1Guide2
#.17 *ur"tion E'ti)"tin& 2or$'heet
- !uration stimating (or.sheet can help to de$elop duration
estimates when ,uantitati$e methods are used% 1&emplate2 1Guide2
#.11 Projet Shedu%e S")0%e
M# Project or M# #chedule -gile #chedule
#.18 Ati6it- !o't E'ti)"te'
-cti$it* /ost stimates pro$ide information on the resources
necessar* to complete project wor., including la'or, e,uipment,
supplies, ser$ices, facilities, and material% 1&emplate2 1Guide2
#.#0 9u"%it- M"n"&e)ent P%"n
&he 6ualit* Management Plan is a component of the Project
Management Plan% It descri'es how ,ualit* re,uirements for the
project will 'e met% 1&emplate2 1Guide2
#.#+ Re'0on'i,i%it- A''i&n)ent M"tri. 4RAM5
&he 3-M shows the intersection of wor. pac.ages and resources%
Generall* 3-Ms are used to show the different le$els of participation
on a wor. pac.age '* $arious team mem'ers, 'ut the* can also
show e,uipment and materials can 'e used on wor. pac.ages%
1)ample onl*2
#.#/ Ro%e' "nd Re'0on'i,i%itie'
3oles and 3esponsi'ilities descri'e the attri'utes of a position on the
project team% 1&emplate2 1Guide2
#.#7 :u)"n Re'oure P%"n
&he "uman 3esource Plan is part of the Project Management Plan% It
descri'es how all aspects of human resources should 'e addressed%
1&emplate2 1Guide2
#.#1 !o))uni"tion' M"n"&e)ent P%"n
&he /ommunications Management Plan is a component of the
Project Management Plan% It descri'es the communications needs of
the project including audiences, messages, methods, and other
rele$ant information% 1&emplate2 1Guide2
#.#8 Ri'$ M"n"&e)ent P%"n
&he 3is. Management Plan is a component of the Project
Management Plan% It descri'es the approach for managing
uncertaint*, 'oth threats and opportunities, for the project%
1&emplate2 1Guide2
#.#; Ri'$ Re&i'ter
&he 3is. 3egister is used to trac. information a'out identified ris.s
o$er the course of the project% 1&emplate2 1Guide2
#.+/ Projet M"n"&e)ent P%"n
&he Project Management Plan descri'es how the team will e)ecute,
monitor, control, and close the project% It can 'e a summar* le$el plan
or ha$e man* detailed components% 1&emplate2 1Guide2
#.+7 !on<i&ur"tion M"n"&e)ent P%"n
&he /onfiguration Management Plan is a component of the Project
Management Plan% It descri'es how functional and ph*sical attri'utes
of products will 'e controlled on the project% It ma* or ma* not 'e
aligned with a /hange Management Plan% 1&emplate2 1Guide2
+.+1 !h"n&e M"n"&e)ent P%"n
&he /hange Management Plan is a component of the Project
Management Plan% It descri'es how change will 'e managed on the
project% It ma* or ma* not 'e part of a /onfiguration Management
Plan% 1&emplate2 1Guide2
E=E!>TING FORMS
+.0# !h"n&e Re(ue't
- /hange 3e,uest is used to change an* aspect of the project% It can
pertain to project, product, documents, re,uirements, or an* other
aspect of the project% 7pon completion, it is su'mitted to the change
control 'oard or other similar 'od* for re$iew% 1&emplate2 1Guide2
+.0+ !h"n&e Lo&
&he /hange 5og is a d*namic document that is .ept throughout the
project% It is used to trac. changes from re,uest through final
disposition% 1&emplate2 1Guide2
+.0/ *ei'ion Lo&
&he !ecision 5og is a d*namic document that is .ept throughout the
project% Fre,uentl* there are alternati$es in de$eloping a product or
managing a project% 7sing a !ecision 5og can help .eep trac. of the
decisions that were made, who made them, and when the* were
made% 1&emplate2 1Guide2
+.07 9u"%it- Audit
- 6ualit* -udit is a techni,ue that emplo*s a structured, independent
re$iew to project and8or product elements% -n* aspect of the project
or product can 'e audited% 1&emplate2 1Guide2
+.01 Te") *iretor-
&he &eam !irector* lists the project team mem'ers and their primar*
contact information% It is particularl* useful on $irtual teams when
team mem'ers often ha$e not met one another and ma* wor. in
different time 0ones% 1&emplate2 1Guide2
+.08 Te") O0er"tin& A&ree)ent
&he &eam Operating -greement is used to esta'lish ground rules
and guidelines for the team% It is particularl* useful on $irtual teams
and teams that are comprised of mem'ers from different
organi0ations% 1&emplate2 1Guide2
+.0; Te") Per<or)"ne A''e'')ent
&he &eam Performance -ssessment is used to re$iew technical
performance and interpersonal competencies of the team as a whole%
It also addresses team morale and areas for team performance
impro$ement% 1&emplate2 1Guide2
+.10 I''ue Lo&
&he Issue 5og is a d*namic document that is .ept throughout the
project% -n issue is a point or matter in ,uestion or in dispute, one
that is not settled and is under discussion, or one o$er which there
are opposing $iews or disagreements% 1&emplate2 1Guide2
MONITORING AN* !ONTROLLING FORMS
/.01 Projet Per<or)"ne Re0ort
&he Project Performance 3eport is filled out '* the project manager
and su'mitted on a regular 'asis to the sponsor, project portfolio
management group, Project Management Office or other project
o$ersight person or group% 1&emplate2 1Guide2
/.01 Produt Ae0t"ne
&he Product -cceptance form records the re,uirements and the
method of $erification and $alidation% It is used to document
acceptance '* the customer or other sta.eholder%
1&emplate2 1Guide2
!LOSING FORMS
7.0+ Projet !%o'e?out
Project /lose4out in$ol$es documenting the final project performance
as compared to the project o'jecti$es% &he o'jecti$es from the
Project /harter are re$iewed and e$idence of meeting them is
documented% If an o'jecti$e was not met, or if there is a $ariance, that
is documented as well%
1&emplate2 1Guide2
7.0/ Le''on' Le"rned
5essons 5earned can 'e compiled throughout the project or at
specific inter$als, such as the end of a life c*cle phase% &he purpose
of gathering 5essons 5earned is to identif* those things that the
project team did that wor.ed $er* well and should 'e passed along to
other project teams and to identif* those things that should 'e
impro$ed for future project wor.% 1&emplate2 1Guide2