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Input-Output List of PMBOK6

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Input-output of a process can be a subsidiary plan, status (like Approved Change Request ), or project document. Below is the list of input-output name and their frequency of use in PMBOK 6th edition. The frequency of a document below shows the number of times that document is used/modified/created across different processes.

SnoInput/Output NameNo. of Process Used
1Accepted Deliverables2
2Activity Attributes1
3Activity List1
4Agreements12
5Approved Change Requests4
6Assumption Log1
7Basis Of Estimates3
8Bid Documents1
9Business Documents6
10Change Requests25
11Closed Procurements1
12Communications Management Plan1
13[Cost Baseline](/pmbok6/cost-baseline1
14[Cost Estimates](/pmbok6/cost-estimates1
15[Cost Forecasts](/pmbok6/cost-forecasts1
16[Cost Management Plan](/pmbok6/cost-management-plan1
17[Deliverables](/pmbok6/deliverables3
18[Duration Estimates](/pmbok6/duration-estimates1
19[Enterprise Environmental Factors](/pmbok6/enterprise-environmental-factors40
20[Enterprise Environmental Factors Updates](/pmbok6/enterprise-environmental-factors-updates3
21[Final Product, Service, Or Result Transition](/pmbok6/final-product,-service,-or-result-transition1
22[Final Report](/pmbok6/final-report1
23[Independent Cost Estimates](/pmbok6/independent-cost-estimates1
24[Issue Log](/pmbok6/issue-log1
25[Lessons Learned Register](/pmbok6/lessons-learned-register1
26[Make-Or-Buy Decisions](/pmbok6/make-or-buy-decisions1
27[Milestone List](/pmbok6/milestone-list1
28[Organizational Process Assets](/pmbok6/organizational-process-assets47
29[Organizational Process Assets Updates](/pmbok6/organizational-process-assets-updates10
30[Outputs From Other Processes](/pmbok6/outputs-from-other-processes1
31[Physical Resource Assignments](/pmbok6/physical-resource-assignments1
32[Procurement Documentation](/pmbok6/procurement-documentation4
33[Procurement Documentation Updates](/pmbok6/procurement-documentation-updates1
34[Procurement Management Plan](/pmbok6/procurement-management-plan1
35[Procurement Statement Of Work](/pmbok6/procurement-statement-of-work1
36[Procurement Strategy](/pmbok6/procurement-strategy1
37[Project Calendars](/pmbok6/project-calendars1
38[Project Charter](/pmbok6/project-charter15
39[Project Communications](/pmbok6/project-communications1
40[Project Documents](/pmbok6/project-documents43
41[Project Documents Update](/pmbok6/project-documents-update1
42[Project Documents Updates](/pmbok6/project-documents-updates38
43[Project Funding Requirements](/pmbok6/project-funding-requirements2
44[Project Management Plan](/pmbok6/project-management-plan48
45[Project Management Plan Updates](/pmbok6/project-management-plan-updates26
46[Project Schedule](/pmbok6/project-schedule1
47[Project Schedule Network Diagrams](/pmbok6/project-schedule-network-diagrams1
48[Project Scope Statement](/pmbok6/project-scope-statement1
49[Project Team Assignments](/pmbok6/project-team-assignments1
50[Quality Control Measurements](/pmbok6/quality-control-measurements1
51[Quality Management Plan](/pmbok6/quality-management-plan1
52[Quality Metrics](/pmbok6/quality-metrics1
53[Quality Reports](/pmbok6/quality-reports1
54[Requirements Documentation](/pmbok6/requirements-documentation1
55[Requirements Management Plan](/pmbok6/requirements-management-plan1
56[Requirements Traceability Matrix](/pmbok6/requirements-traceability-matrix1
57[Resource Breakdown Structure](/pmbok6/resource-breakdown-structure1
58[Resource Calendars](/pmbok6/resource-calendars1
59[Resource Management Plan](/pmbok6/resource-management-plan1
60[Resource Requirements](/pmbok6/resource-requirements1
61[Risk Management Plan](/pmbok6/risk-management-plan1
62[Risk Register](/pmbok6/risk-register1
63[Risk Report](/pmbok6/risk-report1
64[Schedule Baseline](/pmbok6/schedule-baseline1
65[Schedule Data](/pmbok6/schedule-data1
66[Schedule Forecasts](/pmbok6/schedule-forecasts1
67[Schedule Management Plan](/pmbok6/schedule-management-plan1
68[Scope Baseline](/pmbok6/scope-baseline1
69[Scope Management Plan](/pmbok6/scope-management-plan1
70[Selected Sellers](/pmbok6/selected-sellers1
71[Seller Proposals](/pmbok6/seller-proposals1
72[Source Selection Criteria](/pmbok6/source-selection-criteria1
73[stakeholder-engagement-plan](/pmbok6/Stakeholder Engagement Plan1
74[Stakeholder Register](/pmbok6/stakeholder-register1
75[Team Charter](/pmbok6/team-charter1
76[Team Performance Assessments](/pmbok6/team-performance-assessments2
77[Test And Evaluation Documents](/pmbok6/test-and-evaluation-documents1
78[Verified Deliverables](/pmbok6/verified-deliverables2
79[Work Performance Data](/pmbok6/work-performance-data11
80[Work Performance Information](/pmbok6/work-performance-information11
81[Work Performance Reports](/pmbok6/work-performance-reports5
Dr. Hari Thapliyaal's avatar

Dr. Hari Thapliyaal

Dr. Hari Thapliyal is a seasoned professional and prolific blogger with a multifaceted background that spans the realms of Data Science, Project Management, and Advait-Vedanta Philosophy. Holding a Doctorate in AI/NLP from SSBM (Geneva, Switzerland), Hari has earned Master's degrees in Computers, Business Management, Data Science, and Economics, reflecting his dedication to continuous learning and a diverse skill set. With over three decades of experience in management and leadership, Hari has proven expertise in training, consulting, and coaching within the technology sector. His extensive 16+ years in all phases of software product development are complemented by a decade-long focus on course design, training, coaching, and consulting in Project Management. In the dynamic field of Data Science, Hari stands out with more than three years of hands-on experience in software development, training course development, training, and mentoring professionals. His areas of specialization include Data Science, AI, Computer Vision, NLP, complex machine learning algorithms, statistical modeling, pattern identification, and extraction of valuable insights. Hari's professional journey showcases his diverse experience in planning and executing multiple types of projects. He excels in driving stakeholders to identify and resolve business problems, consistently delivering excellent results. Beyond the professional sphere, Hari finds solace in long meditation, often seeking secluded places or immersing himself in the embrace of nature.

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