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Artifact catalog

This catalog lists every kind of document, record or plan a process can produce or use, and whether this product's records can track it.

Reference only: nothing here reads a project or a date.

Plans

Charters and the management plans they authorize — the intentions a project sets before the work starts.

Change Management Plan Not tracked
Notes on how a request to change the plan gets reviewed and decided. — change control is structural: approval freezes a baseline
Communications Management Plan Tracked
Notes on who needs to hear what, how often, and through which channel.
Configuration Management Plan Not tracked
Notes on how versions of the plan itself are tracked and kept from getting confused. — enforced structurally — read the baseline versions
Cost Management Plan Tracked
Notes on how the budget will be planned, tracked and controlled.
Development Approach Not tracked
A one-word answer to how the team will work: in steady sprints, in stages, or something in between. — carried as Project.delivery_mode — read the project row
Procurement Management Plan Tracked
Notes on how the team will buy things or hire outside help.
Project Charter Not tracked
A short paper that officially starts the project and says who is in charge. — generated on read by the report engine (driftless/report/documents/charter.py); a stored copy is the duplication the design forbids — read the Charter document
Project Management Plan Tracked
The single plan that ties together every smaller plan for how the work will run.
Quality Management Plan Tracked
Notes on what good work means here and how it will be checked.
Requirements Management Plan Tracked
Notes on how needs will be collected, written down and kept from changing quietly.
Resource Management Plan Tracked
Notes on how people and other resources will be found, organized and looked after.
Risk Management Plan Tracked
Notes on how the team will look for things that could go wrong and respond.
Schedule Management Plan Tracked
Notes on how the timeline will be built, updated and kept honest.
Scope Management Plan Tracked
A short note on how the team will decide, and defend, what is and isn't included.
Stakeholder Engagement Plan Tracked
Notes on how the team will keep the people affected by the project involved.

Baselines

The approved scope, schedule, cost and combined baselines that later progress is measured against.

Cost Baseline Tracked
The approved, frozen version of how much the project is planned to spend, and when.
Performance Measurement Baseline Not tracked
The scope, schedule and cost baselines combined into one plan to measure real progress against. — the three approved baselines are the PMB — read those
Schedule Baseline Tracked
The approved, frozen version of when each piece of work is planned to happen.
Scope Baseline Tracked
The approved, frozen version of exactly what the project will deliver.

Documents

The working documents a process reads and revises as the project runs — logs, registers, estimates and the schedule's own detail.

Activity Attributes Tracked
The details behind each piece of work, like how big it is and who owns it.
Activity List Not tracked
The full list of individual pieces of work the project is broken into. — the enumeration is Activity Attributes' own count — read that
Assumption Log Tracked
A running list of things the team is guessing are true but hasn't confirmed.
Basis of Estimates Tracked
A short note on how an estimate was actually worked out, not just the number itself.
Change Log Tracked
A running list of every request to change the plan, and what happened to it.
Cost Estimates Not tracked
How much each piece of the project is expected to cost. — one planned cost per baseline line — read Cost Baseline
Cost Forecasts Not tracked
A projection of how much the project will end up costing if trends continue. — EAC/ETC/VAC are computed on read — read the earned-value snapshot
Duration Estimates Not tracked
How long each piece of work is expected to take. — a task carries exactly one estimate — read the task rows
Issue Log Tracked
A running list of problems that are actually happening right now, not just risks.
Lessons Learned Register Tracked
Notes on what worked and what didn't, written down so the next project can use them.
Milestone List Tracked
The short list of major checkpoints the project is aiming to hit, and when.
Physical Resource Assignments Tracked
A record of which equipment, materials or other non-person resources are assigned to the work.
Project Calendars Not tracked
The working days and hours the schedule assumes people are actually available. — no calendar record — read baseline windows for the plan dates
Project Communications Tracked
A record of what was actually told to people, not just that a report was filed.
Project Funding Requirements Not tracked
How much money is needed, and when, to keep the project funded on schedule. — arithmetic over budget lines — read Cost Baseline
Project Schedule Tracked
The actual plan of when work happens, built from milestones and work cycles.
Project Schedule Network Diagram Not tracked
A picture of which pieces of work have to happen before others can start. — tasks carry no predecessor edges, so no network
Project Scope Statement Tracked
A written description of exactly what is, and is not, included in the project.
Project Team Assignments Tracked
A record of exactly which person is doing which piece of work.
Quality Control Measurements Not tracked
The actual readings taken while checking whether work meets its target. — the dated measurement rows themselves — read Quality Report
Quality Metrics Not tracked
The specific numbers and targets the team uses to judge whether work is good enough. — targets live on each dated measurement row — read Quality Report
Quality Report Tracked
A current summary of how well the work is meeting its quality targets.
Requirements Documentation Tracked
A written record of what people actually need the project to deliver.
Requirements Traceability Matrix Tracked
A table linking each need back to the piece of work that satisfies it.
Resource Breakdown Structure Tracked
A tree that organizes the project's people and resources into groups.
Resource Calendars Not tracked
When each specific person or resource is actually available to work. — no calendar record; capacity is weekly hours — read the heatmap
Resource Requirements Not tracked
What people and other resources the project needs, and how much of each. — implicit in assignment versus capacity — read the heatmap
Risk Register Tracked
A running list of things that could go wrong, and how likely and serious each one is.
Risk Report Tracked
A summary of the project's overall risk picture, not just the individual entries.
Schedule Data Not tracked
The supporting numbers behind the schedule, like planned start and finish windows. — the Gantt draws baseline windows, never computes — read Schedule Baseline
Schedule Forecasts Not tracked
A projection of when the project is likely to actually finish, based on recent pace. — computed on read from sprint velocity — read the completion forecast
Stakeholder Register Tracked
A list of everyone with a stake in the project, and what matters to them.
Team Charter Tracked
A short written agreement on how the team will work together.
Team Performance Assessments Tracked
A written check on how well the team is actually working together.
Test and Evaluation Documents Not tracked
Written plans and results for formally testing whether the work actually meets its targets. — no test record; measurements are the evidence
Work Breakdown Structure (WBS) Tracked
A tree that breaks the whole project down into smaller and smaller pieces of work.

Performance

Raw work-performance data, turned into information, turned into the reports a stakeholder actually reads.

Work Performance Data Not tracked
The raw, unprocessed numbers collected as work actually happens. — computed on read; storing it is the duplication the design forbids
Work Performance Information Tracked
Raw numbers read together with the plan, so they actually mean something.
Work Performance Reports Tracked
A periodic write-up that turns the numbers into something a person can act on.

Procurement

What it takes to buy work from a seller and see it through — from the statement of work to a closed agreement.

Agreements Tracked
The signed contract between the project and an outside seller.
Bid Documents Not tracked
The paperwork sent out asking outside sellers to submit an offer. — solicitation happens outside the store — read Agreements
Closed Procurements Not tracked
Purchases that are finished and formally wrapped up with the seller. — closure is an agreement status, not a document — read Agreements
Independent Cost Estimates Not tracked
The team's own estimate of a fair price, made before hearing what a seller quotes. — procurement enters at signature; pre-award work is elsewhere
Procurement Documentation Not tracked
The paperwork trail behind buying something from an outside seller. — the store starts at signature — read Agreements
Procurement Statement of Work Not tracked
A written description of exactly what an outside seller is being asked to deliver. — pre-signature work happens elsewhere — read Agreements
Procurement Strategy Not tracked
A plan for how the team will go about buying something, before shopping starts. — pre-signature work happens elsewhere — read Agreements
Selected Sellers Not tracked
The outside sellers the team has actually chosen to work with. — selection precedes signature — read Agreements for the outcome
Seller Proposals Not tracked
The offers outside sellers actually send back in response to a request. — solicitation happens outside the store — read Agreements
Source Selection Criteria Not tracked
The rules the team will use to judge which seller to pick. — selection precedes the store — read Agreements

Deliverables

The product or result the project exists to produce, at each stage from built to verified to accepted.

Accepted Deliverables Tracked
Deliverables the customer or sponsor has formally signed off as satisfactory.
Deliverables Not tracked
The actual things the project is building or producing. — the Deliverable rows themselves — read Work Breakdown Structure (WBS)
Final Product Service Result Not tracked
Everything the project was meant to deliver, taken together at the very end. — no closeout artifact — read the sign-off ledger
Final Report Not tracked
A written summary looking back on the whole project once it's finished. — no closeout document — read the sign-off ledger for done-ness
Verified Deliverables Tracked
Deliverables that have actually been checked to make sure they meet requirements.

Changes

Change requests and the ones a change control board has approved.

Approved Change Requests Not tracked
Change requests that have actually been approved and are now part of the plan. — approval causes a new baseline version — read Change Log
Change Requests Tracked
A formal ask to change something already agreed in the plan.

Environment

What the organization brings to the project from outside it — its existing assets, its constraints, and the business case for doing the work at all.

Agreements Initial Not tracked
The contract, letter of intent or other agreement with the customer or sponsor that the project starts from. — pre-project Agreements live elsewhere — signed ones are Agreements
Benefits Management Plan Not tracked
A plan for how the project's promised value will actually be delivered and measured. — pre-authorisation value analysis is somebody else's tool
Business Case Not tracked
A written justification for why the project is worth doing at all. — the store begins at the project; earlier analysis is elsewhere
Enterprise Environmental Factors Tracked
Outside conditions the project has to work within but didn't choose, like rules or the market.
Organizational Process Assets Tracked
The organization's own past templates, records and know-how the project can reuse.