Certified - Project Management Professional (PMP)

In this glossary session, we will focus on the core artifacts and logs that guide project decisions. These documents and records are referenced constantly in real work, and understanding them will make complex situations clearer. Each definition is explained in plain language, with practical details that show why the artifact exists and how it is used.
Scope baseline. The scope baseline is the approved version of the project scope statement, the work breakdown structure, and the dictionary that explains each component. It defines exactly what the project will deliver and what it will not deliver. By setting this boundary, the scope baseline becomes the standard for controlling changes and keeping the team aligned. Without a clear scope baseline, projects are vulnerable to uncontrolled scope growth and shifting expectations.
Schedule baseline. The schedule baseline is the approved version of the project schedule. It identifies start and finish dates, milestones, dependencies, and critical path activities. The schedule baseline serves as the reference point for measuring progress and determining whether the project is on track. Maintaining this baseline is essential for coordinating work and for identifying the impact of changes when they arise.
Cost baseline. The cost baseline is the approved budget distributed over time. It shows how much spending is planned in each phase or period of the project. This baseline provides the reference for measuring actual costs and forecasting future needs. By comparing actual spending to the baseline, managers can detect variances early and take corrective action before financial risks escalate.
Change log. The change log is the record of all requests to modify the project scope, schedule, or cost. Each entry documents the request, the analysis of its impact, and the final decision. The log provides transparency and accountability, showing how decisions were made and by whom. It also helps prevent confusion by keeping a single source of truth for change history.
Risk register. The risk register is a living document that captures identified risks, their characteristics, and planned responses. It includes information about probability, impact, triggers, and owners for each risk. As the project evolves, risks are added, updated, or closed out. The risk register keeps uncertainty visible and ensures that the team addresses threats and opportunities proactively.
Assumption log. The assumption log records assumptions, constraints, and dependencies that affect the project. Assumptions are things believed to be true without proof, such as resource availability. Constraints are limits that restrict options, such as budget or regulatory requirements. The log makes these conditions explicit so they can be validated or revisited as the project progresses.
Issue log. The issue log is used to track problems that are happening right now and need resolution. Each entry includes a description, the responsible owner, the priority, and the status. Unlike risks, which are about uncertainty, issues represent actual events that must be managed. Keeping an updated issue log ensures accountability and provides visibility for stakeholders on critical problems.
Lessons learned register. The lessons learned register captures knowledge gained during the project that may help future work. Entries can include successes, mistakes, and recommendations. The register should be updated throughout the project, not just at the end, so that improvements can be applied immediately. This record becomes part of the organization’s knowledge base once the project closes.
Stakeholder register. The stakeholder register identifies all individuals, groups, and organizations that affect or are affected by the project. It records their roles, interests, power, and engagement strategies. By maintaining this register, the project manager can plan communications, manage expectations, and build relationships effectively. It is a key tool for aligning people with project goals.
Communication management plan. The communication management plan describes how project information will be created, shared, and stored. It outlines who needs what information, when, and in what format. This plan ensures that communication is deliberate and efficient, reducing the risk of misunderstandings. It also defines feedback loops so that messages are not just sent but received and confirmed.