Skip to Main Content
Skip to Navigation
Project Management Orientation

Contents of the Project Control Book 

To decide what should be in the project control book (PCB), start with the list of project management plans and procedures for your project.  This is an example of such a list:


You do not have to include all these items in the PCB; in fact, because each project is different, you might not have all these plans and procedures, or you might have others.

When you have decided which plans and procedures to include in your PCB, list the outputs from each of those plans and procedures.  For example, if you include progress tracking procedures, progress reporting procedures, and financial plans in your PCB, you would also include their outputs.  The outputs from progress tracking might be updated schedules and time reports; from progress reporting, they might be contractual status reports and variance analyses.  From financial plans, they might be expense reports and financial reconciliation reports.  By including these in the PCB, you give everyone the latest view of the project.

1: Getting Started
2: Define the Project Team
3: Team Management
4: Identify and Validate Requirements
5: Create Decomposition Structures
6: Risk Management
7: Project Estimates
8: Project Schedules
9: Change Management
10: Project Control and Execution
Defining the Project
11: Project Management Review
12: Project Closeout
13: Project Management Tool Suite
14: Self-Assessment and Final Exam
Fast Points
Concepts
Seven Keys
Case Study
WWPMM
Mentor
Check Point
Previous button
Next button
Print button
Help button
Glossary button
Exit course button