LOGS AND REGISTERS

Logs and registers are used to record continuously evolving aspects of the project. They are updated throughout the project. The terms log and register are sometimes used interchangeably. It is not uncommon to see the term risk register or risk log referring to the same artifact.

• Assumption log. An assumption is a factor that is considered to be true, real, or certain, without proof or demonstration. A constraint is a factor that limits the options for managing a project, program, portfolio, or process. An assumption log records all assumptions and constraints throughout the project.
• Backlog. A backlog is an ordered list of work to be done. Projects may have a product backlog, a requirements backlog, impediments backlog, and so forth. Items in a backlog are prioritized. The prioritized work is then scheduled for upcoming iterations.
• Change log. A change log is a comprehensive list of changes submitted during the project and their current status. A change can be a modification to any formally controlled deliverable, project management plan component, or project document.
• Issue log. An issue is a current condition or situation that may have an impact on the project objectives. An issue log is used to record and monitor information on active issues. Issues are assigned to a responsible party for follow up and resolution.
• Lessons learned register. A lessons learned register is used to record knowledge gained during a project, phase, or iteration so that it can be used to improve future performance for the project team and/or the organization.
• Risk-adjusted backlog. A risk-adjusted backlog is a backlog that includes work and actions to address threats and opportunities.
• Risk register. A risk register is a repository in which outputs of risk management processes are recorded. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks.
• Stakeholder register. A stakeholder register records information about project stakeholders, which includes an assessment and classification of project stakeholders.

4.6.3 PLANS

A plan is a proposed means of accomplishing something. Project teams develop plans for individual aspects of a project and/or combine all of that information into an overarching project management plan. Plans generally are written documents but may also be reflected on visual/virtual whiteboards.

• Change control plan. A change control plan is a component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented.
• Communications management plan. This plan is a component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated.
• Cost management plan. This plan is a component of a project or program management plan that describes how costs will be planned, structured, and controlled.
• Iteration plan. This plan is a detailed plan for the current iteration.
• Procurement management plan. This plan is a component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization.
• Project management plan. The project management plan is a document that describes how the project will be executed, monitored and controlled, and closed.
• Quality management plan. This plan is a component of the project or program management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives.
• Release plan. This plan sets expectations for the dates, features, and/or outcomes expected to be delivered over the course of multiple iterations.
• Requirements management plan. This plan is a component of the project or program management plan that describes how requirements will be analyzed, documented, and managed.
• Resource management plan. This plan is a component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled.
• Risk management plan. This plan is a component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.
• Scope management plan. This plan is a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
• Schedule management plan. This plan is a component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
• Stakeholder engagement plan. This plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution.
• Test plan. This document describes deliverables that will be tested, tests that will be conducted, and the processes that will be used in testing. It forms the basis for formally testing the components and deliverables.

4.6.4 HIERARCHY CHARTS

Hierarchy charts begin with high-level information that is progressively decomposed into greater levels of detail. The information at the upper levels encompasses all the information at the lower or subsidiary levels. Hierarchy charts are often progressively elaborated into greater levels of detail as more information is known about the project.

• Organizational breakdown structure. This chart is a hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities.
• Product breakdown structure. This chart is a hierarchical structure reflecting a product’s components and deliverables.
• Resource breakdown structure. This chart is a hierarchical representation of resources by category and type.
• Risk breakdown structure. This chart is a hierarchical representation of potential sources of risks.
• Work breakdown structure. This chart 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.

4.6.5 BASELINES

A baseline is the approved version of a work product or plan. Actual performance is compared to baselines to identify variances.

• Budget. A budget is the approved estimate for the project or any work breakdown structure (WBS) component or any schedule activity.
• Milestone schedule. This type of schedule presents milestones with planned dates.
• Performance measurement baseline. Integrated scope, schedule, and cost baselines are used for comparison to manage, measure, and control project execution.
• Project schedule. A project schedule is an output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.
• Scope baseline. This baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary that can be changed using formal change control procedures and is used as the basis for comparison to actual results.