A calendar that shows when a specific resource can participate in project work

Calendar indicating the work days and work shifts available for schedule activities, e.g., 5 or 6 days per week, 1 or 3 shifts per day

Documentation and follow-up of all issues

Documentation of all assumptions and constraints

Comprehensive checklist documenting project changes and the current status of the project

Project documents documenting knowledge gained during the project

Project documents documenting the identification, evaluation, and classification of results by project stakeholders

Record details of individual project risks identified

Hierarchical description of the relationship between project activities and organizational units

Hierarchical breakdown of the full scope of work to be performed on the project

Hierarchical structure of resources required for the project displayed by category

Hierarchical display of potential risk sources

Techniques for assessing the usefulness of risk data to risk management

Techniques for scoring and prioritizing individual risks and their impact on the project

Techniques for identifying preferred methods, forms and content of communications with interested parties

Project managers and project teams gain insight into team members' strengths and weaknesses, assess team members' preferences and desires, and assess how team members process and organize information, how they make decisions, and how they deal with others.

Form to record activity description, identification and scope of work

A table listing all project milestones

Table recording details of identified individual project risks

A form documenting all potential sellers who have passed the qualification review

Document all low-priority threats and opportunities and require regular maintenance of the form

Reports on quality management issues, recommendations for corrective actions, and other occurrences during quality control activities

Reports outlining individual project risks and overall project risk levels

A document that compiles job performance information for the purpose of making decisions, taking action, or drawing attention to

A report that studies and demonstrates the feasibility of the project in terms of technology, economy, market, etc., and proves that the project can be invested

Send reports on project information to relevant parties according to the communication plan

Determine whether quality management activities follow policies, processes and procedures

Assess the effectiveness of risk management processes

Review contracts and procurement processes for completeness, correctness and effectiveness

Review project management processes for compliance during project closure

Ensure that configuration items are composed correctly and changes are registered, evaluated, approved, tracked and implemented correctly, and that the functional requirements specified in the configuration file are implemented

Each risk is scored separately from two dimensions: probability and impact to assign priorities.

Table comparing current and desired levels of involvement of interested parties

A table showing the assignment of project resources to various work packages

Tables connecting requirements sources to corresponding deliverables

A table reflecting the relationship between each activity and each team member

In multi-criteria decision analysis, a table ranking the scores of each criterion

Activities to determine that project outcomes have sufficient business value

Assess individual risk probability, impact and prioritization

Quantitative assessment of the impact of individual risks on project objectives

The technique of setting reserves for project duration, cost, or capital requirements

Simulate various combinations of risk occurrences to assess their impact on the project

Determine the order of sensitivity of various factors that affect project objectives

Techniques for determining the root causes of deviations, defects, or risks

Technology that collects and analyzes stakeholder information to determine which stakeholder interests and impacts should be considered in the project

Examine project strengths, weaknesses, opportunities and threats one by one

Compare technical results achieved during project execution with plans

Predict future performance based on past results

Assessment of opportunities, risks and objectives in the business case

Analyze relationships between different variables for project results

Evaluate indicators such as necessity and priority of requirements

Causes, effects and corrective measures of cost variance, schedule variance and completion variance

Evaluate which of multiple alternatives is the most suitable from multiple perspectives

Evaluate various scenarios. Anticipate their impact on project goals

Explore the validity of assumptions and constraints and determine which ones pose project risks

A financial analysis tool used to compare project costs with the benefits they will bring

Evaluate the possible consequences of multiple alternatives associated with a decision under uncertainty

Description of the product’s uses, features, etc.

Evaluate existing documentation. to capture requirements, risks and lessons learned

Compare actual schedule and cost performance to performance measurement baselines

Technology used for internal manufacturing or external purchasing decisions

Analytical techniques to determine whether equipment needed for a project should be leased or purchased

Identify opportunities for process improvement and examine problems encountered during the process

Score multiple solutions based on multiple criteria and select the best solution based on the total score.

Techniques for organizing, evaluating, and evaluating data and information

Determine the ultimate value of product features or components to customers (users)

Determine which activities of the risk model have the greatest impact on the project critical path

Ways to classify interested parties using different methods

Determine appropriate supplier selection methods based on necessity to reduce unnecessary upfront investment by suppliers

Use network diagrams to derive critical paths to optimize progress, optimize resources, etc.

Analyze and evaluate the ratio of the project's future annualized income to the amount of investment

Fund value analysis after project cash flow discount

Derivation of the moment when the cumulative net cash flow of the project reaches zero, that is, the time when the investment is recovered

Determine the scope, method and frequency of information acquisition by relevant parties

Analyze failure mechanism, mode, probability, impact and development and change rules

A technique that uses a checklist to review materials for accuracy and completeness

Aiming at the optimal operation of the overall system, conduct qualitative and quantitative analysis of all aspects of the system

convening time

When project starts

After the plan is completed and before execution begins; If it is a multi-phase project, each phase should be opened before execution.

When identifying needs and risks

When identifying needs and risks

When identifying needs, risks and generating ideas

Before bidding

When making change decisions that affect the baseline

When collecting requirements and improving plans

When identifying risks and conducting qualitative risk analysis

When identifying and reviewing needs

When making plans

At the beginning of the Sprint

Before the end of Sprint

Before the end of Sprint

Fixed time every day