A Guide to Project Management

6 Basic Principles to Project ManagementDefine the job in detailGet the right people involvedEstimate the time and costsBreak the job down using the 40-hour ruleEstablish a change procedureAgree on acceptance criteria

Project Management FrameworkIntroductionProject Management ContextProject Management Process

IntroductionWhat is a Project?What is Project Management?Relationship to Other Management DisciplinesRelated Endeavors

What is a Project?Performed by peopleConstrained by limited resourcesPlanned, executed and controlled

What is Project Management?Competing demands for:ScopeTimeCostRiskQualityStakeholders with differing needs and expectationsIdentified requirements

Relationship to Other Management DisciplinesFunctional departments and supporting disciplinesTechnical elementsManagement specializationsIndustry groups

Related EndeavorsProgramsProject portfolio managementSubprojects

Project Management ContextProject Phases and the Project Life CycleProject StakeholdersOrganizational InfluencesKey General Management SkillsSocial-Economic-Environmental Influences

Project Management ProcessesProject ProcessesProcess GroupsProcess InteractionCustomizing Process InteractionsMapping of Project Management Processes

Mapping of Project Management Process

Project Management Knowledge AreasProject Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement Management

Project Integration ManagementProject Plan DevelopmentProject Plan ExecutionIntegrated Change Control

Project Plan DevelopmentInputsOther planning outputsHistorical informationOrganizational policiesConstraintsAssumptionsTools and TechniquesProject planning methodologyStakeholders skills and knowledgeProject management information systems (PMIS)Earned value management (EVM)OutputsProject plan(s)Supporting detail

Project Plan ExecutionInputsProject planSupporting detailOrganizational policiesPreventive actionCorrective actionTools and TechniquesGeneral management skillsProduct skills and knowledgeWork authorization systemStatus review meetingsProject management information systemOrganizational proceduresOutputsWork resultsChange requests

Integrated Change Control InputsProject planPerformance reportsChange requestsTools and TechniquesChange control systemConfiguration managementPerformance measurementAdditional planningProject management information systemOutput Project plan updatesCorrective actionLessons learned

Project Scope ManagementScope InitiationScope PlanningScope DefinitionScope VerificationScope Change Control

Scope InitiationInputsProduct descriptionStrategic planProject selection criteriaTools and TechniquesProject selection methodsExpert judgementOutputsProject charterProject manager identified/assignedConstraintsAssumptions

Scope PlanningInputsProduct descriptionProject charterConstraintsAssumptionsTools and TechniquesProduct analysisBenefit/cost analysisAlternatives identificationExpert judgementOutputsScope statementSupporting detailScope management plan

Scope DefinitionInputsScope statementConstraintsAssumptionsOther planning outputsHistorical informationTools and TechniquesWork breakdown structureDecompositionOutputsWork breakdown structureScope statement updates

Scope VerificationInputsWork resultsProduct documentationWork breakdown structureScope statementProject planTools and TechniquesInspectionOutputsFormal acceptance

Scope Change ControlInputsWork breakdown structurePerformance reportsChange requestsScope management planTools and TechniquesScope change control systemPerformance measurementAdditional planningOutputsScope changesCorrective actionLessons learnedAdjusted baseline

Project Time ManagementActivity DefinitionActivity SequencingActivity Duration EstimatingSchedule DevelopmentSchedule Control

Activity DefinitionInputsWork breakdown structureScope statementHistorical informationConstraintsAssumptionsExpert judgementTools and TechniquesDecompositionTemplatesOutputsActivity listSupporting detailWork breakdown structure updates

Activity SequencingInputsActivity listProduct descriptionMandatory dependencies Discretionary dependenciesExternal dependenciesMilestonesTools and TechniquesPrecedence diagramming methods (PDM)Arrow diagramming method (ADM)Conditional diagramming methodsNetwork templatesOutputsProject network diagramActivity list updates

Activity Duration EstimatingInputsActivity listConstraintsAssumptionsResource requirementsResource capabilitiesHistorical informationIdentified risksTools and TechniquesExpert judgementAnalogous estimatingQuantitatively based durationsReserve time (contingency)OutputsActivity duration estimatesBasis of estimatesActivity list updates

Schedule DevelopmentInputsProject network diagramsActivity duration estimatesResource requirementsResource pool descriptionCalendarsConstraintsAssumptionsLeads and lagsRisk management planActivity attributesTools and TechniquesMathematical analysisDuration compressionSimulationResource leveling heuristicsProject management softwareCoding structureOutputsProject scheduleSupporting detailSchedule management planResource requirements updates

Schedule ControlInputsProject schedulePerformance reportsChange requestsSchedule management planTools and TechniquesSchedule change control systemPerformance measurementAdditional planningProject management softwareVariance AnalysisOutputsSchedule updatesCorrective actionLessons learned

Project Cost ManagementResource PlanningCost EstimatingCost BudgetingCost Control

Resource PlanningInputsWork breakdown structureHistorical informationScope statementResource pool descriptionOrganization policiesActivity duration estimatesTools and TechniquesExpert judgementAlternatives identificationProject management softwareOutputsResource requirements

Cost EstimatingInputsWork breakdown structureResource requirementsResource ratesActivity duration estimatesEstimating publicationsHistorical informationChart of accountsRisksTools and TechniquesAnalogous estimatingParametric modelingBottom-up estimatingComputerized toolsOther cost estimating methodsOutputsCost estimatesSupporting detailCost management plan

Cost Budgeting InputsCost estimatesWork breakdown structureProject scheduleRisk management planTools and TechniquesCost budgeting tools and techniquesOutputsCost baseline

Cost ControlInputsCost baselinePerformance reportsChange requestsCost management planTools and TechniquesCost change control systemPerformance measurement Earned value management (EVM)Additional planningComputerized toolsOutputsRevised cost estimatesBudget updatesCorrective actionEstimate at completionProject closeoutLessons learned

Project Quality ManagementQuality PlanningQuality AssuranceQuality Control

Quality PlanningInputsQuality policyScope statementProduct descriptionStandards and regulationsOther process outputsTools and TechniquesBenefit/cost analysisBenchmarkingFlow-chartingDesign of experimentsCost of qualityOutputsQuality management planOperational definitionsChecklistsInputs to other processes

Quality AssuranceInputsQuality management planResults of quality control measurementsOperations definitionsTools and TechniquesQuality planning tools and techniquesQuality auditsOutputsQuality improvement

Quality ControlIn putsWork resultsQuality management planOperational definitionsChecklistsTools and TechniquesInspectionControl chartsPareto DiagramsStatistical samplingFlow-chartingTrend analysisOutputsQuality improvementsAcceptance decisions ReworkCompleted checklistsProcess adjustments

Project Human Resource ManagementOrganizational PlanningStaff AcquisitionTeam Development

Organizational PlanningInputsProject interfacesStaffing requirementsConstraintsTools and TechniquesTemplatesHuman resource practicesOrganizational theoryStakeholder analysisOutputsRole and responsibilities assignmentsStaffing management planOrganization chartSupporting detail

Staff AcquisitionInputsStaffing management planStaffing pool descriptionRecruitment practicesTools and TechniquesNegotiationsPre-assignmentProcurementOutputsProject staff assigned Project team directory

Team DevelopmentInputsProject staffProject planStaffing management planPerformance reportsExternal feedbackTools and TechniquesTeam-building activitiesGeneral management skillsReward and recognition systemsCollocationTrainingOutputsPerformance improvementsInput to performance appraisals

Project Communications ManagementCommunications PlanningInformation DistributionPerformance ReportingAdministrative Closure

Communications PlanningInputsCommunications requirementsCommunications technologyConstraintsAssumptionsTools and TechniquesStakeholder analysisOutputsCommunications management plan

Information DistributionInputsWork resultsCommunications management planProject planTools and TechniquesCommunications skillsInformation retrieval systemsInformation distribution methodsOutputsProject recordsProject reportsProject presentations

Performance ReportingInputsProject planWork resultsOther project recordsTools and TechniquesPerformance reviewsVariance analysisTrend analysisEarned value analysisInformation distribution tools and techniquesOutputsPerformance reportsChange requests

Administrative ClosureInputsPerformance measurement documentationProduct documentationOther project recordsTools and TechniquesPerformance reporting tools and techniquesProject reportsProject presentationsOutputsProject archivesProject closureLessons learned

Project Risk ManagementRisk Management PlanningRisk IdentificationQualitative Risk Analysis Quantitative Risk AnalysisRisk Response PlanningRisk Monitoring and Control

Risk Management PlanningInputsProject charterOrganizations risk management policiesDefined roles and responsibilitiesTemplate for the organizations risk management planWork breakdown structureTools and TechniquesPlanning meetingOutputs Risk management plan

Risk IdentificationToolsRisk management planProject planning outputsRisk categoriesHistorical informationTools and techniquesDocumentation reviewInformation-gathering techniquesChecklistsAssumptions analysisDiagramming techniquesOutputsRisksTriggersInputs to other processes

Qualitative Risk AnalysisInputsRisk management planIdentified risksProject statusProject type Data precisionScales of probability and impactAssumptionsTools and TechniquesRisk probability and impactProbability/impact risk rating matrixProject assumptions testingData precision rankingOutputsOverall risk ranking for the projectList of prioritized risksList of risk for additional analysis and managementTrends in qualitative risk analysis results

Quantitative Risk AnalysisInputsRisk management planIdentified risksList of prioritized risksList of risks for additional analysis and managementHistorical informationExpert judgementOther planning outputsTools and TechniquesInterviewingSensitivity analysisDecision tree analysisSimulationOutputsPrioritized list of quantified risksProbabilistic analysis of the projectProbability of achieving the cost and time objectivesTrends in quantitative risk analysis results

Risk Response PlanningInputsRisk management planList of prioritized risksRisk ranking of the projectPrioritized list of quantified risksProbabilistic analysis of the projectProbability of achieving the cost and time objectivesList of potential responsesRisk thresholdsRisk ownersCommon risk causesTrends in qualitative and quantitative risk analysis results Tools and TechniquesAvoidanceTransferenceMitigationAcceptanceOutputsRisk response planResidual risksSecondary risksContractual agreementsContingency reserve amounts neededInputs to other processesInputs to a revised project plan

Risk Monitoring and ControlInputsRisk management planRisk response planProject communication Additional risk identification and analysisScope changesTools and TechniquesProject risk response auditsPeriodic project risk reviewsEarned value analysisTechnical performance measurementAdditional risk response planningOutputsWorkaround plansCorrective actionProject change requestsUpdates to the risk response planRisk DatabaseUpdates to risk identification checklists

Project Procurement ManagementProcurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Closeout

Procurement PlanningInputsScope statementProduct descriptionProcurement resourcesMarket conditionsOther planning outputsConstraintsAssumptionsTools and TechniquesMake-or-buy analysis Expert judgementContract type selectionOutputsProcurement management planStatement(s) of work

Solicitation PlanningInputsProcurement management planStatement(s) of workOther planning outputsTools and TechniquesStandard formsExpert judgementOutputsProcurement documentsEvaluation criteriaStatement of work updates

SolicitationInputsProcurement documentsQualified seller listsTools and TechniquesBidder conferencesAdvertisingOutputsProposals

Source SelectionInputsProposalsEvaluation criteriaOrganizational policiesTools and TechniquesContract negotiationWeighting systemScreening systemIndependent estimatesOutputsContract

Contract AdministrationInputsContractWork resultsChange requestsSeller invoicesTools and TechniquesContract change control system Performance reporting Payment systemOutputs CorrespondenceContract changesPayment requests

Contract CloseoutInputsContract documentationTools and TechniquesProcurement auditsOutputsContract fileFormal acceptance and closure

If you take nothing away from this presentation except this one slide. You have the basic knowledge you need about project management.The Project Management Body of Knowledge (PMBOK) is an inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The full project management body of knowledge includes knowledge of proven traditional practices that are widely applied, as well as knowledge of innovative and advanced practices that have seen more limited use, and includes both published and unpublished material.Project Management is an emerging profession. This presentation provides a basic reference for anyone interested in the profession of project management. A Guide to the Project Management Body of Knowledge (referenced as the PiMBOK) defines a project as "a temporary endeavor undertaken to create a unique product or service."

Meeting or exceeding stakeholders needs and expectations invariably involves balancing competing demands among:

* Competing demands for: scope, time, cost, risk and quality.* Stakeholders with differing needs and expectations.Identified requirements.

Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the use of the processes such as: Initiating, planning, executing, controlling and closing.

Much of the knowledge needed to manage projects is unique to project management (e.g., critical path analysis and work breakdown structures). However, the PMBOK does overlap other management disciplines.

General management encompasses planning, organizing, staffing, executing and controlling the operations of an ongoing enterprise. General management also includes supporting disciplines such as law, strategic planning, logistics, and human resources management. The PMBOK overlaps or modifies general management in many areas organizational behavior, financial forecasting, and planning techniques, to name a few.

Application areas are categories of projects that have common elements significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of:

Functional departments and supporting disciplines, such as legal, production and inventory management, marketing, logistics and personnel.Technical elements, such as software development, pharmaceuticals, water and sanitation engineering, or construction engineering.Management specializations, such as government contracting, community development, or new product development.Industry groups, such as automotive, chemicals, agriculture, or financial services. Certain types of endeavors are closely related to projects. There is often a hierarchy of strategic plans, programs, projects, and subprojects, in which a program consisting of several associated pro4ejcts will contribute to the achievement of a strategic plan. These related undertakings are described as:

Programs A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually. Many programs also includes elements of ongoing operations.

Subprojects Projects are frequently divided into more manageable components or subprojects. Subprojects are often contracted to an external enterprise or to another functional unit in the performing organization.

Project Portfolio Management Project portfolio management refers to the selection and support of projects or program investments. These investments in projects and programs are guided by the organizations strategic plan and available resources.

Projects and project management operate in an environment broader than that of the project itself. The management team must understand this broader context managing the day-to-day activities of the project is necessary for success but not sufficient. The project management context consists of:Project phases and the project life cycleCharacteristics of project phasesCharacteristics of the project life cycleRepresentative project life cyclesProject StakeholdersProject ManagerCustomerPerforming organizationSponsor Organizational influencesOrganization systemsOrganizational cultures and stylesOrganizational structureProject officeKey General Management SkillsLeadingCommunicatingNegotiatingProblem SolvingInfluencing the OrganizationSocial-Economic Environmental InfluencesStandards and RegulationsInternationalizationCultural influencesSocial-Economic-Environmental SustainabilityProject management is an integrative endeavor an action, or failure to take action, in one area will usually affect other areas. The interactions may be straightforward and well understood, or they may be subtle and uncertain. For example, a scope change will almost always affect project cost, but it may or may not affect team morale or product quality.

These interactions often require tradeoffs among project objectives-performance in one are may be enhanced only by sacrificing performance in anther.

Project ProcessesProjects are composed of processes. A process is a series of actions bringing about a result. Project processes are performed by people and generally fall into one of two major categories:Project Management processesProduct-oriented processesProcess GroupsInitiating processesPlanning processesExecuting processesControlling processesClosing processesProcess InteractionsWithin each process group, the individual processes are linked by their inputs and outputs. By focusing on these links, we can describe each process in terms of its:InputsTools and TechniquesOutputsCustomizing process interactionsMapping of project management processesThis chart reflects the mapping of the thirty-nine project management processes to the five project management process groups of initiating, planning, executing, controlling and closing and the nine project management knowledge areas.

This diagram is not meant to be exclusive, but to indicate generally where the project management processes fit into both the project management process groups and the project management knowledge areas.Project Integration Management includes the processes required to ensure that the various elements of the project are properly coordinated. It involves making tradeoffs among competing objectives and alternative to meet or exceed stakeholder needs and expectations. While all project management processes are integrative to some extent, the processes described here are primarily integrative.

Project Plan Development integrated and coordinating all project plans to create a consistent, coherent document.Project Plan Execution carrying out the project plan by performing the activities included therein.Integrated Change Control coordinating changes across the entire project.Project plan development uses the outputs of the other planning processes, including strategic planning, to create a consistent, coherent document that can be used to guide both project execution and project control. This process is almost always iterated several times. For example, the initial draft may include generic resource requirements and an undated sequence of activities while the subsequent versions of the plan will include specific resources and explicit dates. The project scope of the work is an iterative process that is generally done by the project team with the use of a Work Breakdown Structure (WBS), allowing the team to capture and then decompose all of the work of the project. All of the defined work must be planned, estimated and scheduled, and authorized with the use of detailed integrated management control plans sometimes called Control Account Plans, or CAPs, in the EVM process. The sum of all the integrated management control plans will constitute the total project scope.

Project plan execution is the primary process for carrying out the project plan the vast majority of the projects budget will be expended in performing this process. In this process, the project manager and the project management team must coordinate and direct the various technical and organizational interfaces that exist in the project. It is the project process that is most directly affected by the project application area in that the product of the project is actually created here. Performance against the project baseline must be continuously monitored so that corrective actions can be taken based on actual performance against the project plan. Periodic forecasts of the final cost and schedule results will be made to support this analysisIntegrated change control is concerned with:Influencing the factors that create changes to ensure that changes are agreed uponDetermining that a change has occurredManaging the actual changes when and as they occur

The original defined project scope and the integrated performance baseline must be maintained by continuously managing changes to the baseline, either by rejecting new changes or by approving changes and incorporating them into a revised project baseline. Integrated change control requires:

Maintaining the integrity of the performance measurement baselinesEnsuring that changes to the product scope are reflected in the definition of the project scopeCoordinating changes across knowledge areas, a proposed schedule change will often affect cost, risk, quality, and staffingProject scope management includes the processes required to ensure that the project includes all the work required and only the work required, to complete the project successfully. It is primarily concerned with defining and controlling what is or is not included in the project.

Scope Initiation authorizing the project or phaseScope Planning developing a written scope statement as the basis for future project decisionsScope Definition Subdividing the major project deliverables into smaller, more manageable componentsScope Verification formalizing acceptance of the project scopeScope Change Control controlling changes to project scope

Initiation is the process of formally authorizing a new project or that an existing project should continue into its next phase. This formal initiation links the project to the ongoing work of the performing organization. In some organizations, a project is not formally initiated until after completion of a needs assessment, a feasibility study, a preliminary plan, or some other equivalent form of analysis that was itself separately initiated. Some types of projects, especially internal service projects and new product development projects, are initiated informally, and some limited amount of work is done to secure the approvals needed for formal initiation. Projects are typically authorized as a result of one or more of the following:

A market demandA business needA customer requestA technological advanceA legal requirementA social need

These stimuli may also be called problems, opportunities, or business requirements. The central theme of all of these terms is that management generally must make a decision about how to respond.Scope planning is the process of progressively elaborating and documenting the project work that produces the product of the project. Project scope planning starts with the initial inputs of product description, the project charter, and the initial definition of constraints and assumptions. Note that the product description incorporates product requirements that reflect agreed-upon customer needs and the product design that meets the product requirements. The outputs of scope planning are the scope statement and scope management plan, with the supporting detail. The scope statement forms the basis for an agreement between the project and the project customer by identifying both the project objectives and the project deliverables. Project teams develop multiple scope statements that are appropriate for the level of project work decomposition.Scope definition involves subdividing the major project deliverables into smaller, more manageable components to:

Improve the accuracy of cost, duration and resource estimatesDefine a baseline for performance measurement and controlFacilitate clear responsibility assignments

Proper scope definition is critical to the projects success. Scope verification is the process of obtaining formal acceptance of the project scope by the stakeholders (sponsor, client, customer, etc.). It requires reviewing deliverables and work results to ensure that all were completed correctly and satisfactorily. If the project is terminated early, the scope verification process should establish and document the leve3l and extend of completion. Scope verification differs from quality control in that it is primarily concerned with acceptance of the work results while quality control is primarily concerned with the correctness of the work results. These processes are generally performed in parallel to ensure both correctness and acceptance.Scope change control is concerned with:

Influencing the factors that create scope changes to ensure that changes are agreed uponDetermining that a scope change has occurredManaging the actual change when and if they occur

Scope change control must be thoroughly integrated with the other control processes.Project time management includes the process required to ensure timely completion of the project.

Activity definition identifying the specific activities that must be performed to produce the various project deliverablesActivity sequencing identifying and documenting interactivity dependencies.Activity duration estimating estimating the number work periods that will be needed to complete individual activitiesSchedule development analyzing activity sequences, activity durations, and resource requirements to create the project scheduleSchedule control controlling changes to the project schedule

These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project. Each process generally occurs at least once in every project phase.Risk management is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of adverse events to project objectives.

These processes interact with each other and with the processes in the other knowledge areas. Each process generally occurs at least once in every project. Although processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Risk management planning is the process of deciding how to approach and plan the risk management activities for a project. It is important to plan for the risk management process that follow to ensure that the level, type and visibility of risk management are commensurate with both the risk and importance of the project to the organization.Risk identification involves determining which risks might affect the project and documenting their characteristic.

Participating in risk identification generally include the following as possible:

Project TeamRisk management teamSubject matter experts from other parts of the companyCustomersEnd usersOther project managersStakeholderOutside experts

Risk identification is an iterative process. The first iteration may be performed by a part of the project team, or by the risk management team. The entire project team and primary stakeholders may make a second iteration. TO achieve an unbiased analysis, persons who are not involved in the project may perform the final iteration.

Often simple and effective risk responses can be developed and even implemented as soon as the risk is identified.Qualitative risk analysis is the process of assessing the impact and likelihood of identified risks. This process prioritizes risks according to their potential effect on project objectives. Qualitative risk analysis is one way to determine the importance of addressing specific risks and guiding risk responses. The time-criticality of risk-related actions may magnify the importance of a risk. AN evaluation of the quality of the available information also helps modify the assessment of the risk. Qualitative risk analysis requires that the probability and consequences of the risks be evaluated using established qualitative-analysis methods and tools.

Trends in the results when qualitative analysis is repeated can indicate the need for more or less risk-management actions. Use of these tools helps correct biases that are often in a project plan. Qualitative risk analysis should be revisited during the projects life cycle to stay current with changes in the project risks. This process can lead to further analysis in quantitative risk analysis or directly to risk response planning.The quantitative risk analysis process aims to analyze numerically the probability of each risk and its consequences on project objectives, as well as the extent of overall project risk. This process uses techniques such as Monte Carlo simulation and decision analysis to:

Determine the probability of achieving a specific project objectiveQuantify the risk exposure for the project, and determine the size of cost and schedule contingency reserves that may be neededIdentify risks requiring the most attention by quantifying their relative contribution to project riskIdentify realistic and achievable cost, schedule or scope targets

Quantitative risk analysis generally follows qualitative risk analysis. It requires risk identification. The qualitative and quantitative risk analysis processes can be used separately or together. Considerations of time and budget availability and the need for qualitative or quantitative statements about risk and impacts will determine method(s) to use. Trends in the results when quantitative analysis is repeated can indicate the need for more or less risk management action.Risk response planning is the process of developing options and determining actions to enhance opportunities and reduce threats to the projects objectives. It includes the identification and assignment of individual or parties to take responsibility for each agreed risk response. This process ensures that identified risks are properly addressed. The effectiveness of response planning will directly determine whether risk increases or decreases for the project.

Risk response planning must be appropriate to the severity of the risk, cost effective in meeting the challenge, timely to be successful, realistic within the project context. Agreed upon by all parties involved, and owned by a responsible person. Selecting the best risk response from several options is often required.Risk monitoring and control is the process of keeping track of the identified risks, monitoring residual risks and identifying new risks, ensuring the execution of risk plans, and evaluating their effectiveness in reducing risk. Risk monitoring and control records risk metrics that are associated with implementing contingency plans. Risk Monitoring and control is an ongoing process for the life of the project. The risks change as the project matures, new risks develop or anticipated risks disappear.

Good risk monitoring and control processes provide information that assists with making effective decisions in advance of the risks occurring. Communication to all project stakeholders is needed to assess periodically the acceptability of the level of risk on the project.

The purpose of risk monitoring is to determine if:

Risk responses have been implemented as plannedRisk response actions are as effective as expected, or if new responses should be developedProject assumptions are still validRisk exposure has changed from its prior state, with analysis of trendsA risk trigger has occurredProper policies and procedures are followedRisks have occurred or arisen that were not previously identified

Risk control may involve choosing alternative strategies, implementing a contingency plan, taking corrective action, or replanning the project. The risk response owner should report periodically to the project manager and the risk team leader on the effectiveness of the plan, any unanticipated effects, and any mid-course correction needed to mitigate the risk.Project Procurement Management includes the processes required to acquire goods and services, to attain project scope, from outside the performing organization. For simplicity, goods and services, whether one or many, will generally be referred to as a product. Procurement planning is the process of identifying which project needs can be best met by procuring products or services outside the project organization and should be accomplished during the scope definition effort. It involves consideration of whether to procure, how to procure, what to procure, how much to procure and when to procure.

When the project obtains products and services from outside the performing organization, the processes from solicitation planning through contract closeout would be performed once for each product or service item. The project management team may want to see support from specialists in the disciplines of contracting and procurement when needed and involves them early in the process as a member of the project team.

When the project does not obtain products and services from outside the performing organization, the processes from solicitation planning through contract closeout would not be performed.

Procurement planning should also include consideration of potential sellers, particularly if the buyer wishes to exercise some degree of influence or control over contracting decisions.Solicitation planning involves preparing the documents needed to support solicitation.Solicitation involves obtaining responses from prospective sellers on how project needs can be met. Most of the actual effort in this process is expended by the prospective sellers, normally at no to the project.Source selection involves the receipt of bids or proposals and the application of the evaluation criteria to select a provider. Many factors aside form cost or price may need to be evaluated in the source selection decision process.

Price may be the primary determinant for an off-the-shelf item, but the lowest proposal price may not be the lowest cost if the seller proves unable to deliver the product in a timely manner.Proposals are often separated into technical and commercial sections with each evaluated separately.Multiple sources may be required for critical products.

Contract administration is the process of ensuring that the sellers performance meets contractual requirements. On larger projects with multiple product and service providers, a key aspect of contract administration is managing the interfaces among the various providers. The legal nature of the contractual relationship makes it imperative that the project team be acutely aware of the legal implications of actions taken when administering the contract.Contract closeout is similar to administrative closure in that it involves both product verification and administrative closeout. The contract terms and conditions may prescribe specific procedures for contract closeout. Early termination of a contract is a special case of contract closeout.