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If you’re a professional with experience of participating, leading and directing projects, these Project Management Templates will help you to manage, control and report your project successfully. While you manage projects successfully, you will save time by using these PM templates.
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All project management professionals who are managing, controlling or reporting projects. Project Management Templates will ease your project management activities, save your time and help you to complete your projects successfully.
Project Management Templates are essential for most project management roles including:
Project Management Templates are ...
pre-structured files which contain heading, columns or other types of data that will help you to fill in your project information easily and manage your projects comfortably. Project Management Templates are generally Excel, Word and PowerPoint files. You can fill in the PM templates with your project specific information.
The main benefit of Project Management Templates is saving time and helping project managers to manage, control and report their projects efficiently. Instead of writing a project document from scratch, you can fill in your project specific information in the project management templates.
Project management requires organization, discipline and keeping record of how project progresses through the several project phases. Project Management Templates will help you to keep project information and how they evolve throughout the several project phases.
Instead of creating project document templates from the scratch for each project, you can use project management templates and just fill-in your project specific information in these templates. Project Management Templates will save your time, help you to focus on your project better and keep your project information organized.More
There are 50 Downloadable Project Management Templates in this package. You will be able to download all of these project management templates with a zip file. If you wish, you will be able to visit each project management template file by knowledge area as well. Following is the list of project management templates in this package
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the high-level information on the project and on the product, service, or result the project is intended to satisfy, such as project purpose, project objectives, success criteria, key deliverables etc.
At a high level, the project charter ensures a common understanding by the stakeholders of the key deliverables, milestones, and the roles and responsibilities of everyone involved in the project.
High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter. Lower-level activity and task assumptions are generated throughout the project such as defining technical specifications, estimates, the schedule, risks, etc. The assumption log is used to record all assumptions and constraints throughout the project life cycle.
Change management plan describes how the change requests throughout the project will be formally authorized and incorporated. For instance, there should be a change control board who will evaluate, reject or approve change requests rising during your project.
Configuration management plan describes how the information about the items of the project (and which items) will be recorded and updated so that the product, service, or result of the project remains consistent and/or operative.
During project meetings, executive meetings or meeting with individual team members, project managers might have to make critical decisions about the project. Critical decisions made about the project are kept in decision log.
Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The issue log is a project document where all the issues are recorded and tracked. Data on issues may include issue type, who raised the issue and when, description, priority etc.
The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is updated as a result of the monitoring and control activities throughout the project’s life cycle.
A change request is a formal proposal to modify any document, deliverable, or baseline. When issues are found while project work is being performed, change requests can be submitted, which may modify project policies or procedures, project or product scope, project cost or budget, project schedule, or quality of the project or product results. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project.
Any project stakeholder may request a change. Change requests can be initiated from inside or outside the project and they can be optional or legally/contractually mandated. Change requests may include corrective action, preventive action, an intentional activity, defect repair or updates.
The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation.
The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured. At the end of a project or phase, the information is transferred to an organizational process asset called a lessons learned repository.
Variance analysis reviews the differences (or variance) between planned and actual performance. This can include duration estimates, cost estimates, resources utilization, resources rates, technical performance, and other metrics.
In Monitor and Control Project Work, the variance analysis reviews the variances from an integrated perspective considering cost, time, technical, and resource variances in relation to each other to get an overall view of variance on the project. This allows for the appropriate preventive or corrective actions to be initiated.
Work performance information is combined, recorded, and distributed in a physical or electronic form in order to create awareness and generate decisions or actions. Work performance reports are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness. They are circulated to the project stakeholders through the communication processes as defined in the project communications management plan.
Work performance reports can contain earned value graphs and information, trend lines and forecasts, reserve burndown charts, defect histograms, contract performance information, and risk summaries. They can be presented as dashboards, heat reports, stop light charts, or other representations useful for creating awareness and generating decisions and actions.
The change log is used to document changes that occur during a project. It contains the status of all change requests throughout the project or phase. The change log is used to communicate changes and approved, deferred, and rejected change requests to the impacted stakeholders.
The change log may introduce a new stakeholder or change the nature of an existing stakeholder’s relationship to the project. The change log contains changes to the original scope of the project. It usually links to specific stakeholders because they fall into categories of requesting certain changes, making decisions about change requests, or being impacted by the implementation of approved changes.
Change requests and their status are documented in the change log and communicated to the appropriate stakeholders. The change log contains the status of all change requests.
The project management plan is the document that describes how the project will be executed, monitored and controlled, and closed. Project Management Plan integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project. The needs of the project determine which components of the project management plan are needed.
The final report provides a summary of the project performance. It can include information such as:
The scope management plan is a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated. The components of a scope management plan include:
The scope management plan can be formal or informal, broadly framed or highly detailed, based on the needs of the project.
The requirements management plan is a component of the project management plan that describes how project and product requirements will be analyzed, documented, and managed. According to Business Analysis for Practitioners:
A Practice Guide, some organizations refer to it as a business analysis plan. Components of the requirements management plan can include but are not limited to:
Requirements documentation describes how individual requirements meet the business need for the project. Requirements may start out at a high level and become progressively more detailed as more information about the requirements is known. Before being baselined, requirements need to be unambiguous (measurable and testable), traceable, complete, consistent, and acceptable to key stakeholders.
The format of the requirements document may range from a simple document listing all the requirements categorized by stakeholder and priority, to more elaborate forms containing an executive summary, detailed descriptions, and attachments.
Many organizations categorize requirements into different types, such as business and technical solutions, the former referring to stakeholder needs and the latter as to how those needs will be implemented. Requirements can be grouped into classifications allowing for further refinement and detail as the requirements are elaborated.
The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally, it provides a structure for managing changes to the product scope.
Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria.
The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes the project’s deliverables in detail. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations.
Project Scope Statement enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries. The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is excluded can help determine how well the project management team can control the overall project scope. The detailed project scope statement, either directly or by reference to other documents.
Although the project charter and the project scope statement are sometimes perceived as containing a certain degree of redundancy, they are different in the level of detail contained in each. The project charter contains high-level information, while the project scope statement contains a detailed description of the scope components. These components are progressively elaborated throughout the project.
The scope baseline is the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Most of the information included in the WBS dictionary is created by other processes and added to this document at a later stage. Information in the WBS dictionary may include but is not limited to:
WBS Dictionary is part of the Scope Baseline.
The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work.
WBS is part of the Scope Baseline.
The schedule management plan is a component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. The schedule management plan may be formal or informal, highly detailed, or broadly framed based on the needs of the project, and includes appropriate control thresholds.
The activity list includes the schedule activities required on the project. For projects that use rolling wave planning or agile techniques, the activity list will be updated periodically as the project progresses. The activity list includes an activity identifier and a scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed.
A milestone is a significant point or event in a project. A milestone list identifies all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based on historical information. Milestones have zero duration because they represent a significant point or event.
A project schedule network diagram is a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. A project schedule network diagram is produced manually or by using project management software. 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 sequence the activities. Any unusual activity sequences within the network should be fully described within the narrative.
Activities that have multiple predecessor activities indicate a path convergence. Activities that have multiple successor activities indicate a path divergence. Activities with divergence and convergence are at greater risk as they are affected by multiple activities or can affect multiple activities. Activity I is called a path convergence, as it has more than one predecessor, while activity K is called a path divergence, as it has more than one successor.
Duration estimates are quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project. Duration estimates do not include any lags. Duration estimates may include some indication of the range of possible results. For example:
The project schedule is an output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. At a minimum, the project schedule includes a planned start date and planned finish date for each activity. If resource planning is done at an early stage, the project schedule remains preliminary until resource assignments have been confirmed and scheduled start and finish dates are established. This process usually occurs no later than the completion of the project management plan. A target project schedule model may also be developed with a defined target start and target finish for each activity. The project schedule may be presented in summary form, sometimes referred to as the master schedule or milestone schedule, or presented in detail.
Although a project schedule model can be presented in tabular form, it is more often presented graphically, using one or more of the following formats:
The cost management plan is a component of the project management plan and describes how the project costs will be planned, structured, and controlled. The cost management processes and their associated tools and techniques are documented in the cost management plan.
Cost estimates include quantitative assessments of the probable costs required to complete project work, as well as contingency amounts to account for identified risks, and management reserve to cover unplanned work.
Cost estimates can be presented in summary form or in detail. Costs are estimated for all resources that are applied to the cost estimate. This includes but is not limited to direct labor, materials, equipment, services, facilities, information technology, and special categories such as cost of financing (including interest charges), an inflation allowance, exchange rates, or a cost contingency reserve. Indirect costs, if they are included in the project estimate, can be included at the activity level or at higher levels.
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures. It is used as a basis for comparison to actual results.
The cost baseline is developed as a summation of the approved budgets for the different schedule activities. Cost estimates for the various project activities, along with any contingency reserves for these activities, are aggregated into their associated work package costs. The work package cost estimates, along with any contingency reserves estimated for the work packages, are aggregated into control accounts.
The summation of the control accounts makes the cost baseline. Since the cost estimates that make up the cost baseline are directly tied to the schedule activities, this enables a time-phased view of the cost baseline, which is typically displayed in the form of an S-curve. For projects that use earned value management, the cost baseline is referred to as the performance measurement baseline.
Management reserves are added to the cost baseline to produce the project budget. As changes warranting the use of management reserves arise, the change control process is used to obtain approval to move the applicable management reserve funds into the cost baseline.
The quality management plan is a component of the project management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives. It describes the activities and resources necessary for the project management team to achieve the quality objectives set for the project.
The quality management plan may be formal or informal, detailed, or broadly framed. The style and detail of the quality management plan are determined by the requirements of the project. The quality management plan should be reviewed early in the project to ensure that decisions are based on accurate information. The benefits of this review can include a sharper focus on the project’s value proposition, reductions in costs, and less frequent schedule overruns that are caused by rework.
A quality metric specifically describes a project or product attribute and how the Control Quality process will verify compliance to it. Some examples of quality metrics include 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, and percentage of requirements covered by the test plan as a measure of test coverage.
Quality control measurements are the documented results of Control Quality activities. They should be captured in the format that was specified in the quality management plan.
A Responsibility Assignment Matrix (RAM) shows the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. On larger projects, RAMs can be developed at various levels. For example, a high-level RAM can define the responsibilities of a project team, group, or unit within each component of the WBS. Lower-level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities.
The matrix format shows all activities associated with one person and all people associated with one activity. This also ensures that there is only one person accountable for any one task to avoid confusion about who is ultimately in charge or has authority for the work.
One example of a RAM is a RACI (responsible, accountable, consult, and inform) chart. The sample chart shows the work to be done in the left column as activities. The assigned resources can be shown as individuals or groups. The project manager can select other options, such as “lead” and “resource” designations, as appropriate for the project. A RACI chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources.
The resource management plan is the component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan according to the specifics of the project.
The resource management plan may include but is not limited to:
The team charter is a document that establishes the team values, agreements, and operating guidelines for the team. The team charter may include but is not limited to:
The team charter establishes clear expectations regarding acceptable behavior by project team members. Early commitment to clear guidelines decreases misunderstandings and increases productivity. Discussing areas such as codes of conduct, communication, decision making, and meeting etiquette allows team members to discover values that are important to one another.
The team charter works best when the team develops it, or at least has an opportunity to contribute to it. All project team members share responsibility for ensuring the rules documented in the team charter are followed. 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.
Team Directory stores the high level information about the resources in a project such as title, department, planned holidays, working hour etc.
Resource requirements identify the types and quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area. The resource requirements’ documentation can include assumptions that were made in determining which types of resources are applied, their availability, and what quantities are needed.
Resource requirements identify the types and quantities of resources required for each work package or activity used to create the schedule model.
Resource leveling can have a significant effect on preliminary estimates for the types and quantities of resources required. If the resource-leveling analysis changes the resource requirements, then the resource requirements are updated.
The estimated activity resource requirements will have an effect on the duration of the activity, since the level to which the resources assigned to the activity meet the requirements will significantly influence the duration of most activities. For example, if additional or lowerskilled resources are assigned to an activity, there may be reduced efficiency or productivity due to increased communication, training, and coordination needs leading to a longer duration estimate
The resource breakdown structure is a hierarchical representation of resources by category and type. Examples of resource categories include but are not limited to labor, material, equipment, and supplies. Resource types may include the skill level, grade level, required certifications, or other information as appropriate to the project.
In Plan Resource Management, the resource breakdown structure was used to guide the categorization for the project. In this process it is a completed document that will be used to acquire and monitor resources.
Individual and team assessment tools give the project manager and the project team insight into areas of strengths and weaknesses. These tools help project managers assess team members’ preferences, aspirations, how they process and organize information, how they make decisions, and how they interact with people.
Various tools are available such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups. These tools can provide improved understanding, trust, commitment, and communications among team members and facilitate more productive teams throughout the project.
As project team development efforts such as training, team building, and colocation are implemented, the project management team makes formal or informal assessments of the project team’s effectiveness. Effective team development strategies and activities are expected to increase the team’s performance, which increases the likelihood of meeting project objectives.
The evaluation of a team’s effectiveness may include indicators such as:
As a result of conducting an evaluation of the team’s overall performance, the project management team can identify the specific training, coaching, mentoring, assistance, or changes required to improve the team’s performance. This should also include identifying the appropriate or required resources necessary to achieve and implement the improvements identified in the assessment.
The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. The plan contains information such as Stakeholder communication requirements, Information to be communicated, including language, format, content, and level of detail, Escalation processes etc.
The communications management plan can include guidelines and templates for project status meetings, project team meetings, e-meetings, and email messages. The use of a project website and project management software can be included if these are to be used in the project.
The risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed. The risk management plan may include some or all of the following elements:
The risk register captures details of identified individual project risks. The results of Perform Qualitative Risk Analysis, Plan Risk Responses, Implement Risk Responses, and Monitor Risks are recorded in the risk register as those processes are conducted throughout the project. The risk register may contain limited or extensive risk information depending on project variables such as size and complexity.
On completion of the Identify Risks process, the content of the risk register may include but is not limited to:
Additional data may be recorded for each identified risk, depending on the risk register format specified in the risk management plan. This may include: a short risk title, risk category, current risk status, one or more causes, one or more effects on objectives, risk triggers (events or conditions that indicate that a risk is about to occur), WBS reference of affected activities, and timing information (when was the risk identified, when might the risk occur, when might it no longer be relevant, and what is the deadline for taking action).
The risk report presents information on sources of overall project risk, together with summary information on identified individual project risks. The risk report is developed progressively throughout the Project Risk Management process. The results of Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, Implement Risk Responses, and Monitor Risks are also included in the risk report as those processes are completed.
On completion of the Identify Risks process, information in the risk report may include but is not limited to:
Additional information may be included in the risk report, depending on the reporting requirements specified in the risk management plan.
A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs. This matrix specifies combinations of probability and impact that allow individual project risks to be divided into priority groups.
Risks can be prioritized for further analysis and planning of risk responses based on their probability and impacts. The probability of occurrence for each individual project risk is assessed as well as its impact on one or more project objectives if it does occur, using definitions of probability and impact for the project as specified in the risk management plan. Individual project risks are assigned to a priority level based on the combination of their assessed probability and impact, using a probability and impact matrix.
An organization can assess a risk separately for each objective (e.g., cost, time, and scope) by having a separate probability and impact matrix for each. Alternatively, it may develop ways to determine one overall priority level for each risk, either by combining assessments for different objectives, or by taking the highest priority level regardless of which objective is affected.
The procurement management plan contains the activities to be undertaken during the procurement process. It should document whether international competitive bidding, national competitive bidding, local bidding, etc., should be done. If the project is financed externally, the sources and availability of funding should be aligned with the procurement management plan and the project schedule.
The procurement management plan can include guidance for:
A procurement management plan can be formal or informal, can be highly detailed or broadly framed, and is based upon the needs of each project.
Stakeholder analysis results in a list of stakeholders and relevant information such as their positions in the organization, roles on the project, “stakes,” expectations, attitudes (their levels of support for the project), and their interest in information about the project. Stakeholders’ stakes can include but are not limited to a combination of:
The main output of the Identify Stakeholders process is the stakeholder register. This document contains information about identified stakeholders that includes but is not limited to:
The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in decision making and execution. It can be formal or informal and highly detailed or broadly framed, based on the needs of the project and the expectations of stakeholders. The stakeholder engagement plan may include but is not limited to specific strategies or approaches for engaging with individuals or groups of stakeholders.
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