| Management Product | Explanation |
| Benefits Review Plan | To define for the Executive how and when a measurement of the achievement of the project benefits can be made. Produced by the Project Manager and handed to the Executive at the end of the project, as part of project closure. |
| Business Case | The justification for an organizational activity (project), which typically contains costs, benefits, risks and timescales, and against which continuing viability is tested. |
| Checkpoint Report | A time-driven report from the Team Manager to the Project Manager to report on the status of work in a Work Package. Sent at the intervals agreed in the Work Package. |
| Communication Management Strategy | A description of the means and frequency of communication between the project and the project’s stakeholders. |
| Configuration Management Strategy | A description of how and by whom the project’s products will be controlled and protected. |
| Customer Acceptance | Used to record the Customer’s and/or Senior User’s acceptance of the final outcome of the project, as part of project closure. |
| End Project Report | A report from the Project Manager to the Performance Board that provides information on how well the project performed against its Project Initiation Document. |
| End Stage Report | A report from the Project Manager to the Performance Board that provides a summary of progress to date, the overall project situation and sufficient information for the Performance Board to decide, at each End Stage Assessment, on what to do next with the project. |
| Exception Report | A report from the Project Manager to the Performance Board that provides an analysis and options for the way forward in an exception situation. |
| Highlight Report | A time-driven report from the Project Manager to the Performance Board that provides status on the stage and project. Sent at the intervals agreed with the Performance Board (typically monthly). |
| Issue Report | A report containing the description, impact assessment and recommendations for a request for change, off-specification or a problem/concern. It is only created for those issues that need to be handled formally. |
| Issue Register | A register of all Issues showing details of each issue, its evaluation, decisions made, and its current status. |
| Lessons Log | A log of all lessons learned (good and bad) during the project that can be usefully applied to other projects and to subsequent stages of the project itself. |
| Lessons Report | A report compiled by the Project Manager at closure to pass on any lessons that can be usefully applied to other projects. To help future projects answer the question “what should we do differently next time”? |
| Organisation Structure | A design of the project Organisation Structure, stating who’s undertaking which Project Management team role and what their overall and specific responsibilities are within the project. |
| Plan | Collective information in the form of Product Breakdown Structure, Product Descriptions, Product Flow Diagram, Activity Network, Gantt Chart, Resources Report etc, setting out the detailed products, activities and required resources for the project or stage to be managed. Plans are produced at Project, Stage and optionally Team level. Exception Plans may also be requested if Tolerance is forecast to be deviated. |
| Product Description | A description of a specialist product’s purpose, composition, derivation, quality criteria and quality tolerance. These are produced at planning time, for each significant product, as soon as the need for the product(s) is identified. |
| Project Approach | A description of the type of solution to be developed by the project and/or the method of delivering that solution. |
| Project Brief | A description of what the project is to do; a refined and extended version of the Project Mandate; agreed by the Performance Board and is input to project initiation. |
| Project Initiation Document (PID) | A logical document that brings together all the key information needed to start the project off on a sound basis and convey the information to all concerned with the project throughout its life cycle. |
| Project Mandate | Information created externally to the project, which forms the authorisation to trigger the project. |
| Project Product Description | A special type of Product Description used to gain agreement from the user on the project’s scope and requirements, to define the customer’s quality expectations, and to define the acceptance criteria for the project. |
| Quality Management Strategy | A strategy defining the quality techniques and standards to be applied, and the various responsibilities for achieving the required quality levels, during a project. |
| Quality Register | A register of all quality checking that is done during the project, to provide an audit trail for quality. |
| Risk Management Strategy | A strategy describing the goals of applying risk management, as well as the procedure that will be adopted, roles and responsibilities, risk tolerances, the timing of risk management interventions, the tools and techniques that will be used, and the reporting requirements. |
| Risk Register | A register that provides identification, estimation, impact evaluation and countermeasures for all risks to the project. It should be created during the start-up of the project and developed during the life of the project. |
| Work Package | The set of information detailing the creation of one or more products. Contains Product Description(s); details of constraints such as time and cost, including tolerances; interfaces; and confirmation of communication/reporting requirements between the Project Manager and Team Manager/team resource managing the Work Package. |
