Welcome to Techno-PM,

At techno-pm we thrive you to bring the best project management templates. We have a range of free project management templates which cover all the phases of project management. We also have a range of templates covering project management topics like resource management, capacity planning, dashboards, status report template and a set of agile templates.

Below is an overview of all our key templates.

Status Report

A regular report of the status and progress of the project is fundamental to enable a quick response and informed decision-making. As a minimum, the status report should provide an overview of the project and its KPIs, deviations, and key bottlenecks to be escalated to the project management structure so that problems can be timely addressed.

Project Proposal Template:

To start a new project, the organization needs to know about it. This can be done by completing a project proposal, which should give a very-high level overview of the project and why the organization should consider it. The proposal should provide sufficient information for the governance bodies to make a decision on whether to explore the idea further or not. If worth of investigation, a project manager will be appointed to manage the upcoming work.

Statement of Work:

The Statement of Work document provides a high level description of the intended deliverables of the project, an information that can be used as an input for the procurement process.

Request for Proposal:

During this step, the project manager refines the statement of work, from a procurement perspective, and contacts a number of suppliers (usually part of the suppliers preferred list) requesting for a proposal for the provision of products or services.

Project Vendor Selection Process:

The project vendor selection process, should detail how suppliers responding to the request for proposal will be evaluated and selected, that is, what selection criteria will be used, preferred communication methods, expected timescales, etc.

Project Options Paper:

In order to ensure a balanced and informed decision, it’s important to identify what options have been considered, which is done in the Project Options Paper. It should be clear what are the costs, benefits, risks and implications of each approach and a recommended option should be identified.

Business Case:

The business case is a fundamental document for the project as it will determine if the project has solid enough justification to be implemented. It should clearly demonstrate that the project provides return on investment, aligns with the strategic objectives of the organization, has clear benefits identified and is feasible.

Project Scope Statement:

The project scope statement further refines the initial statement of work, clearly identifying the boundaries of the project, that is, what is in scope and what is out of scope. Additionally, risks and assumptions of carrying out the project should also be highlighted.

Project Success Criteria:

It is important that it is clear to all what needs to be achieved for the project to be classed as successful.

Project Charter / Project Brief:

Also called Project Brief, the Project Charter summarizes all the information covered previously and represents the reference point for the project as well as the baseline for scope. This document is central to the project and should be formally signed-off since it is used to acknowledge the existence of the project in the organization as well as to empower the project manager and project team to proceed.

RACI Matrix:

RACI matrix is used to assign responsibilities to the project team, thus is a crucial document for the next phase, planning, as well as a useful input to the kick-off meeting, where roles and responsibilities should be presented.

Project Kick-off Meeting Agenda:

The kick-off meeting is an important milestone in the life of the project and a valuable opportunity to align expectations. In this meeting, the project manager introduces the project to key stakeholders, identifies the project team and their roles, and discusses next steps in preparation for the planning phase of the project.

Work Breakdown Structure:

The Work Breakdown Structure (WBS) identifies the tasks required to deliver the products of the project by using a hierarchical tree representation. The WBS breaks down the project into smaller chunks of work to the level of the work package, a set of related tasks, so that each element of the WBS can be assigned to individuals as well as better tracked throughout the project.

Task Estimation Template:

Your project team are the ones actually doing the work so you should consult them regarding estimates for each task. A best practice is to ask for pessimistic, most likely, and optimistic estimates (3-point estimate).

Resource Plan:

The resource plan lists all the resources required to carry out the tasks of the project, their roles, as well as the duration and starting date of their assignment. Resources identified can include labor, equipment and materials needed.

Project Plan:

The project schedule, also known as project plan (not to be confused with the project management plan), uses information from the WBS and estimates provided by the team to represent the logical sequence in which tasks will be carried out, as well as who will do what when. The project schedule will serve as the baseline for the project regarding time, and will assist the project manager in identifying the critical path of the project.

Scope Management Plan:

The Scope Management Plan details what is the baseline scope and how changes to the baseline will be managed, in order to ensure that only what is in scope will be delivered by the project.

Schedule Management Plan:

The Schedule Management Plan is an important complement to the Project Plan and defines the schedule baseline, how the schedule will be maintained, as well as what parameters should be used for task updates.

Cost Management Plan:

Being a critical element in the project triple constraint, it is also important to define how project costs will be captured and tracked, which is documented in the Cost Management Plan.

Quality Management Plan:

The Quality Management Plan defines the concept of quality within the project, identifying what will be the quality criteria to be used in assessing the completion of the project deliverables. Also, this plan determines the quality logs and standards to be employed as well as the approach for quality assurance and quality control in the project.

Stakeholder Management Plan:

Managing the expectations and engagement of stakeholders can be a tricky activity but is central to the success of the project. The Stakeholder Management Plan is a helpful tool for such endeavor as it identifies the stakeholders of the project in a Stakeholder Log.

Stakeholder Management Plan are positioned regarding their power, interest, and level of support to the project and, consequently, how their engagement will be managed by the project management team.

Communication Management Plan:

Following from the previous, a Communications Management Plan is fundamental. After all, project managers spend 90% of their time communicating!

This document details how communication should occur in the project, namely, it establishes a communication plan for the different stakeholders, defines the communication methods and tools for the project, as well as the communication matrix to be followed by the team.

Procurement Management Plan:

Should the project also involve third parties, then the development of a Procurement Management Plan is advisable. This document defines what will be the procurement approach in the project, how contracts will be awarded, and how the supplier performance will be tracked and evaluated.

Project Management Plan:

Finally, the Project Management Plan (PMP) combines all of the previous plans into a single document, organized by sections, being the reference guide for all the participants in the project.

This document defines how the different areas of the project (e.g. risk, communications, procurement, etc.) are going to be managed, making it a primary source to consult for any questions. For the matter of clarity, the PMP can also be formed of subsidiary plans, where each area has its own management plan, as presented above.

Project Schedule

The project schedule that was base lined during the Planning phase will be the main source for tracking time variances. The schedule should be updated with a regular frequency, ensuring that tasks are updated with the inputs from the project team, and that the project is re-planned to accurately reflect the latest estimates


RAID stands for risks, assumptions, issues, and dependencies and is the bread and butter of a project manager’s life. The RAID Log should be covered in the agenda of every project team meeting and should be updated regularly so that it is clear if there are any risks and issues impacting the project and how effective are being the mitigation plans implemented.

Change Request Log

Projects can go through many changes and there’s nothing wrong about it; however, if these changes are not controlled and formally tracked, there is a strong risk of scope creep. Thus, a Change Request Log is essential to capture information about changes being requested and should be maintained up to date by the project manager.

Change Request

While Change Requests are formally tracked in Monitoring and Control, via a Change Request Log, it is during Execution that any changes to the project will likely be requested.

A Change Request can be applicable to any of the parameters of the project, such as scope, time, etc., and can be raised by any stakeholder. Change Request contains the reason for the change, as well as a full analysis of the implications of such change in the project, particularly in terms of resourcing, schedule, and budget.

Budget Tracker

A budget tracker is an essential tool to ensure that the expenses of the project are within the agreed budget and that variances can be promptly identified and corrected. As with the other logs, the budget tracker should be continuously monitored and regularly updated

Lessons Learned Report

There are different approaches to capture lessons learned, from workshops to discussion forums. Yet, one of the most common tools for this activity is the Lessons Learned Report, where the cause, consequence, and lessons learned from certain events are logged.

The gathering of lessons learned is an investment towards future projects in the organization as they capture what went well and should be replicated, and what could have worked better and should be avoided. However, make no mistake: lessons documented do not necessarily equate to lessons learned!

Benefits Tracker

The Benefits Tracker, usually owned by a Project Management Office (PMO), supports the achievement of the Benefits Realization Plan by tracking progress and addressing variances in the realization of benefits