Market demand

organizational needs

Customer requirements

skill improved

Legal requirements

ecological impact

social needs

Gain access to massive amounts of data, solutions and ideas in a short amount of time through subject matter experts and team members

Stakeholders and subject matter experts come together to discuss risks, success criteria, and other topics

Have one-on-one conversations with stakeholders to understand high-level requirements, assumptions, constraints, approval criteria, etc.

Helps stakeholders agree on high-level content (goals, requirements, descriptions, overall milestones, etc.)

Ability to effectively guide group events to successfully reach decisions, solutions, or conclusions. Ensure effective participation of participants and fully support conclusions or results in accordance with established decision-making processes

Prepare meeting-related documents and send follow-up meeting minutes and action plans, etc.

Describe how the project benefits, possibly identifying individuals and groups who are considered interested parties because of the benefits

Information is the main basis for understanding project stakeholders

Determine strategies and measures to effectively guide stakeholder participation

Changes may introduce new interested parties or alter the nature of existing relationships

Issues may introduce new stakeholders or change the type of participation of existing stakeholders

Can provide information about potential interested parties

Fake fast, diverse audiences, need to be completed quickly, suitable for statistical analysis, but not very effective

Evaluate existing project documents and past experiences and lessons learned, and identify relevant parties

Generate a list of interested parties and other information through analysis of interests, rights, ownership, knowledge, contributions, etc.

Rights/interests grid, power/influence grid (two dimensions)

Correlated Cube (3D)

Salient model (applicable to large-scale overseas projects)

guided seminar

guided seminar

virtual group discussion

Main needs

expect

impact potential

New identification affects demand activities

Document stakeholder communication requirements and established communication strategies

Communication requirements and communication strategies influence the approach to managing risk

Document agreed communication strategy for identified interested parties

A wealth of information about relative power, interests, and stakeholder involvement is recorded in the hypothesis log

New problems should be recorded as new

New risks are identified during this process and managed through the risk management process

Guidance in formulating or helping to check whether all required information is included

Discuss how the components are integrated

Obtain specific information from interested parties

Achieve consensus among diverse stakeholders

Ensure effective participation of participants

Agree on project management plan

The way in which the organization's quality policies, methods, and standards are implemented affects the way in which project scope and product scope are managed.

Define a series of phases for a project from inception to completion

Define which development approach will be used for the project

How to create a scope statement

How to create a WBS

How to approve maintenance scope baselines

How to formally accept deliverables

How to plan, track and report on requirements

How to configure management activities

How to prioritize requirements

Metrics to measure and reasons for using them

A tracking structure that reflects which requirement attributes will be included in the tracking matrix

Understand stakeholder communication needs and participation levels to assess and adapt to stakeholder participation in required activities

Identify assumptions about requirements

Provide effective requirements gathering techniques

Understand which stakeholders can provide requirements and document stakeholder needs and expectations

Expectations and standards that should be met to meet requirements

Generate and collect diverse ideas for requirements

So slow

Fake fast

Analyze existing documents with reference to past experience

unanimously agreed

A relative majority agrees

Most agree

Delphi technique

Classify large amounts of ideas

Based on targeted divergence of categories, brainstorming ideas are integrated into a picture to reflect commonalities and differences and inspire new ideas.

Facilitate brainstorming and prioritization of ideas through voting

When product users find it difficult to describe, they need to observe to understand the working details.

JAD (jointly developed by Party A and Party B)

QFD (Quality Function Deployment)

User stories (key needs that users focus on)

Functional Requirements

non-functional requirements

scope management methodology

Various assumptions and constraints

Requirements that should be included in the scope

Document risk response strategies for possible scope of impact

Evaluate how to achieve the requirements and goals in the project charter. There may be more than one solution to achieve the product scope, and select the appropriate solution through alternatives analysis.

Techniques using systems analysis methods with the aid of decision matrices

Achieve cross-functional consensus among different key stakeholders

Identify more assumptions and constraints as the scope evolves

Identify additional requirements to add or modify the requirements document

Updated as requirements documents are updated

New stakeholders are identified during the scope definition process and documented

Describe what needs to be done and what is not included

Describe how a single requirement meets a business need

Identify more assumptions and constraints as the scope evolves

Update to reflect approved changes during this process

Describe how scope is defined and developed to inform schedule planning

Helps define scheduling methods, estimating techniques, scheduling tools, and techniques used to control schedules.

Determine which scheduling method to use

Determine the level of detail in the schedule, the duration of rolling planning, and the frequency of reviews and updates

When defining activities, clearly consider the WBS, deliverables, constraints, and assumptions

After the schedule activity changes are approved, corresponding changes need to be made to the cost baseline.

During the progressive detailing process, work that does not belong to the baseline will be discovered, and the delivery date or important milestone of the baseline needs to be modified.

When sequencing activities, clearly consider the WBS, deliverables, constraints, and assumptions

It may describe an inevitable sequence or a certain immediate and immediate relationship, and define lead and lag amounts, as well as the logical relationship between activities.

List all progress activities to be sorted

Assumptions and constraints affect how activities are sequenced and have the potential to create risks that impact the project

Specific milestone achievement dates may have been listed, which may affect the ordering

Objective constraints such as legal or contractual requirements or the inherent nature of the work

Select optimal dependencies based on specific application areas

Antecedent relationships between project activities, usually within the control of the project team

Dependencies between project activities and non-project activities are not controlled by the project team

Assumptions and constraints may need to be updated

WBS dictionary includes technical details that may affect effort and duration estimates

Lessons learned can be applied to subsequent phases of the project to improve estimation accuracy

Staff the project

Provides a hierarchy of identified resources

Resource availability, type, and nature affect schedule activity duration

Estimated demand has an impact on activity duration

Individual project risks may impact resource selection and availability

Compare different decisions, weighing resource, cost, and duration variables to determine the best approach

Determine contingency reserves and management reserves

The duration estimate of the output will be recorded in the activity properties

Assumptions made for estimating duration and constraints on schedule methodologies and development tools

Techniques that can increase effective and efficient estimating

resource balancing

Resource smoothing

Resource optimization does not speed up project progress

Evaluate various scenarios to predict impact on objectives

Monte Carlo analysis

When CPI>1, it is possible to use

Clearly state that quality requirements are not high and project risks are low

Show it to the project team

Show it to senior management

After changes to scope, resources, and cost estimates are approved, corresponding changes need to be made to the cost baseline.

Updated to reflect changes in assumptions discovered when creating the schedule model

Resource quantity and availability and activity dependencies may cause duration changes

If the resource balancing analysis changes resource requirements, update accordingly

Updated to reflect opportunities and threats implied by changes in assumptions

Provides processes and control methods affecting cost estimation and management

Provides processes and control methods affecting cost estimation and management

Describes the activities and resources required to achieve a set of project quality objectives

Lessons learned from past experiences can help improve the accuracy and precision of cost estimates

Type, quantity and length of availability of team and physical resources

Identify the types and quantities of resources required for each work package or activity

Cost of response to risks

Prepare contingency reserves for known and unknown risks

Contingency reserves are part of the cost baseline

consistency cost

non-conformity cost

Mobilize team participation to improve estimation accuracy and accountability for estimation results

Make new assumptions, identify new constraints, or review and modify existing assumptions and constraints during the cost estimation process

Effective estimation techniques are updated in the Lessons Learned Register

When risk responses are selected and agreed, the risk register may need to be updated

Provide information on rates (for human and other resources), travel cost estimates, and other foreseeable costs

Can be used for cost estimation and management

Summarize planned costs and actual costs to the corresponding calendar period based on the information therein

Review the risk register to determine how to aggregate risk response costs

Key financial factors for project success identified

Include target benefits and benefit-related measurement indicators

management reserve

Provides methods for identifying, analyzing, and managing requirements to inform quality management plans and quality measurement indicators

Combining risk management plan and quality management plan information contributes to successful delivery

Provides a method for documenting stakeholder needs and expectations, laying the foundation for quality management

The scope statement contains the acceptance criteria for the deliverables. If the scope baseline changes, the quality measurement indicators must change.

Document all assumptions and constraints related to quality requirements and standards compliance

Document the requirements that should be met to satisfy interested parties, including quality requirements

Linking product requirements to deliverables helps ensure that each requirement in the requirements document is tested

Contains information on threats and opportunities that may impact quality requirements

Helps identify interested parties with special interest or impact on quality

Collect data from team members or subject matter experts to develop a quality management plan appropriate for the project

Compare to practices on comparable projects to identify best practices

Interview experienced project participants, stakeholders, and subject matter experts to understand their implicit and explicit, formal and informal needs and expectations for project and product quality

Compare likely costs and expected benefits

A priority matrix, which can be used to identify key issues and suitable alternatives and to prioritize alternatives through a series of decisions

Map the process details of horizontal value chains to show activities, decision points, branching loops, parallel paths and overall processing sequence

Estimate quality costs by logical branches of workflows and their relative frequencies

Can be used to identify where data integrity or other quality issues may occur

Showing the strength of the relationship between factors, causes, and goals where rows and columns intersect helps identify quality measures that are critical to project success.

Helps quickly gather project requirements, constraints, dependencies, and connections

Pay attention to the management process

Focus on products and results

When determining the quality management method, it may be necessary to change the risk management method, and change records are required.

If specific quality management activities need to be added, the scope baseline may change as a result of this process, and the quality requirements recorded in the WBS dictionary may need to be updated.

Challenges encountered in the quality planning process need to be updated in the Lessons Learned Register

Specified quality requirements need to be documented

New risks identified need to be recorded and updated

Record updates as information is collected about existing or new interested parties

Helps define the level of resources required by the project to achieve and maintain defined quality levels and meet project measurements

Deliverables are identified and the types and amounts of resources to be managed are determined

Provide a timeline of required resources

Indicates the types and amounts of resources required for the project and how they may be affected

Contains information on threats and opportunities that may impact resource planning

Helps identify parties with a special interest in or influence over the resources required for the project, as well as those who can influence resource usage preferences

Work Breakdown Structure (WBS)

Organizational Breakdown Structure (OBS)

resource breakdown structure

Display the task distribution of project resources in various work packages

Usually in the form of an overview, information such as responsibilities, authorities, competencies and qualifications are provided

Add assumptions about physical resource availability, logistics requirements and location information, and team resource skill sets and availability

Risks regarding team and physical resource availability, as well as related risks to other known resources, are updated in the risk register

Define methods for identifying the different resources required for a project. Also define methods for quantifying the resources required for individual activities and integrating this information.

Identified the project and product scope required to achieve project goals and determined the need for team and physical resources

Provide primary data sources for the estimation process

Activities requiring resources are identified

May contain information about productivity factors, availability, cost estimates, and work methods that affect the nature and amount of team and physical resources

Cost affects resource selection

Available hours for each member

Describes individual risks that may affect resource selection and availability

Updated based on resource needs

Updated based on resource needs

Information on techniques for estimating resources efficiently and effectively, as well as on techniques that are ineffective and inefficient, needs to be updated in the Lessons Learned Register

Guide how to classify, allocate, manage and release project resources. Team members and groups may have communication requirements, which should be put forward in the communication management plan.

Determine the management strategies needed to effectively engage stakeholders, often through communications

Include relevant parties’ communication needs

For planning communication activities with relevant parties

Ensures that the message is sent, but does not ensure that the message reaches or is understood by the target audience

Suitable for large amounts of complex information or large information audiences

Real-time multi-directional information exchange

A technique used to assess communication styles and identify preferred communication methods, forms and content. It is often used for stakeholders who do not support the project. Stakeholder engagement assessment can be carried out first, and then the communication style assessment can be carried out.

Awareness of formal and informal power relationships and willingness to work within these relationships

Refers to understanding the differences between individuals, groups and organizations and adjusting project communication strategies accordingly

Shows the gap between current and desired engagement of individual stakeholders

Updated to reflect any processes, procedures, tools or techniques that impact stakeholder participation in project decision-making and execution

Updated to reflect communications activity

Updated to reflect planned communications

Contains stakeholder details and outlines their roles in the project and attitudes towards project risks; can be used to identify roles and responsibilities for project risk management and to set risk thresholds for the project

Determine stakeholder risk appetite

Identify project goals that are particularly risky

May list some areas affected by uncertainty or ambiguity

May list some areas affected by uncertainty or ambiguity

May list areas subject to uncertainty or ambiguity or areas where key assumptions may give rise to risk

May list areas subject to uncertainty or ambiguity or areas where key assumptions may give rise to risk

Define risk management role responsibilities, describe how risk management will be integrated into budgets and schedules, and describe risk categories

Include deliverables and acceptance criteria

Identify milestone dates and deliverable delivery dates where there is uncertainty or ambiguity, or key assumptions that may create risk

Identify cost estimates or funding requirements where uncertainty or ambiguity exists

Assumptions or constraints that may cause individual or overall project risks

Documented issues may pose individual or overall project risks

Review past experiences and lessons learned to determine whether similar risks will reoccur

Determine which requirements are at risk by looking at project requirements

Define which interested parties may be involved in risk identification and describe who is suitable to play the role of risk owner

Quantitative assessment of project costs, the size of the interval indicates the degree of risk

Quantitative assessment of project duration, the size of the interval indicates the degree of risk

Quantitative assessment of project resources, the size of the interval indicates the degree of risk

A list of items, actions or points to consider

Identify sources of risk through interviews

Discover the underlying causes of problems and develop preventive measures

Analyze assumptions and constraints that have been incorporated into the scope baseline and project estimates to explore their validity and determine which of them create project risks

Strengths, weaknesses, opportunities, and threats are examined one by one.

Particular attention needs to be paid to risk management roles and responsibilities, budgeting and scheduling activities as well as risk categories, probability and impact definitions, probability and impact matrices and risk thresholds for interested parties

Identify, manage and monitor key assumptions and constraints that may affect the project and may affect priority assessment

Includes details of identified individual project risks

Include details of interested parties who may be designated as risk owners

Can be used to assess the probability and impact of individual project risks

Evaluate the accuracy and reliability of risk data on individual projects

Probability assesses the likelihood of a particular risk occurring, impact assesses the potential impact of a risk on one or more project objectives

Consider other risk characteristics

Help participants focus on analysis to reach consensus and overcome biases, as well as resolve any disagreements that may arise

sort

To classify risks using more than two parameters, you cannot use probability and impact matrices

New assumptions may be made and new constraints may be identified during qualitative analysis.

Document new problems discovered or changes to current problems

Update the risk register with new information generated by the process

Document the most significant individual project risks

Determine whether the project requires quantitative risk analysis

Provides a starting point for evaluation

Provides a starting point for evaluation

Provides a starting point for evaluation

Assumptions should be included as input if they are considered to cause project risk

Provides a starting point for evaluating cost variability

Provides a starting point for evaluating progress changes

Provides a starting point for assessing resource variability

Including estimate to completion (ETC), estimate to complete (EAC), budget to complete (BAC), and performance index to complete (TCP). Comparing these predictive indicators with the results of the quantitative cost analysis, the confidence level associated with achieving these indicators has been determined

Comparing forecasts with the results of quantitative schedule risk analysis, the confidence levels associated with achieving these metrics have been determined

Critical events determine schedule goals, which are compared to the results of a quantitative schedule risk analysis and the confidence levels associated with achieving these goals have been determined

Details of individual project risks

Sources of overall project risk

Monte Carlo analysis

Helps determine which individual project risks or other sources of uncertainty have the greatest potential impact on project results

Choose the best solution among several alternative actions by calculating the expected monetary value (EMV) of each branch and select the optimal path.

A graphical aid for decision-making under uncertainty, which represents a project or a situation in a project as a series of entities, results and impacts, as well as the relationships and interactions between them.

Risk exposure assessment results

Results of detailed probabilistic analysis

Individual project risk priority list

Risk trends

Risk response suggestions

Determine how resources for risk response will be coordinated with other project resources

Will use the risk management roles and responsibilities and own risk thresholds

Contains information on emergency funds intended for risk response

Can be used to determine how to plan agreed risk response activities concurrently with other project activities

List the human resources available for risk response

Determined when potential resources will be available for risk response

The current level of overall risk exposure, which affects the selection of appropriate risk response strategies

Contains details of individual project risks that have been identified and prioritized and need to be addressed

Review lessons learned about risk responses early in the project and determine whether similar responses would be applicable later in the project

Potentially responsible persons for risk response are listed

Beyond the project manager's scope of authority

Change plans or scope to completely eliminate the threat

Transferring the impact of a threat to a third party along with liability

Reduce probability or impact

Positive acceptance

passive acceptance

Positive acceptance

passive acceptance

Bounce back plan

Negative impact beyond agreed project risk thresholds

Positive impact, exceeding agreed project risk thresholds

third party

Change the overall project risk level to optimize the likelihood of achieving project objectives

Agreed thresholds are exceeded and no response strategy can be adopted

Compare to determine which response is most appropriate

The effectiveness of alternative risk response strategies can be determined

Helps prioritize multiple risk response strategies

Progress strategy update

Cost accounting, tracking and reporting changes, updates to budget strategies and contingency reserve usage, etc.

Meeting demand methods, quality management methods, quality control process changes, etc.

Resource configuration changes, resource policy updates

Make-or-buy decisions or changes in contract types, etc.

New assumptions, new constraints

Changes due to planned risk response strategies

Document response information applicable to future phases of the project or future projects

Agreed activities added to schedule

Allocate necessary human resources

Document identified risk responses

Document responses to overall risk exposure and high-priority risk identification

Procurement strategy needs to be consistent with the business case to ensure the effectiveness of the business case

Describe when specific project benefits should be produced, which will impact the determination of procurement dates and contract terms

Explain how to manage the contractor's scope of work during the implementation phase of the project

Contains industry standards and guidelines that the project needs to follow

Include information about which resources need to be purchased or leased, as well as any assumptions or constraints that may affect procurement

A statement of work and outline of work should be prepared for the work known within the project scope

Explain when the seller needs to deliver results

Contains information about the project team’s skills and capabilities and the time they are available to support procurement activities

Technical requirements that the seller needs to meet

Product requirements are connected from their sources to the deliverables that satisfy them

Contains information about certain specific needs

risk list

Detailed information about participants and their benefits

fixed total price

Total price plus incentive fee

Total price plus economic price adjustment

Minimal risk to buyer

cost plus fixed fee

cost plus incentive fee

Cost price incentive fee

Fixed price per unit time, fast negotiation, unclear scope, lack of project management capabilities

May contain information about the roles and responsibilities of team members and other interested parties

The communication strategy and the plan to implement the strategy are both inputs to the various processes of stakeholder management and include information from these processes.

Contains risk thresholds or risk attitudes to help select the best combination of stakeholder engagement strategies

Information about assumptions and constraints that may be relevant to specific interested parties

To manage and resolve issues in the issue log, additional communication with affected parties is required

Changes are usually associated with specific interested parties, who may be the originator, approver, or affected person of the change request

Schedule activities may need to be associated with specific stakeholders, designated as responsible persons or executors

Contains identified risks and designates relevant parties as responsible for or affected by the risk

Provide a list of interested parties

Analyze assumptions and constraints to appropriately tailor stakeholder engagement strategies

Identify root causes of stakeholder support levels for projects to select appropriate strategies to improve engagement

Rank stakeholders by interest and impact

Visual representation of stakeholder relationships

Compare current stakeholder engagement levels to desired engagement levels

Record the status of all change requests

Improve project performance and avoid repeating mistakes

List planned achievement dates for specific milestones

At a minimum, include a list of work activities, duration, resources, and planned start and finish dates

Connecting product requirements to corresponding deliverables helps focus on the end result

Contains performance reports, deliverable status, and other information generated by the project

Provide information on various threats and opportunities that may affect project execution

Provide information on overall risk sources and summary information on identified individual project risks

Configuration identification

change management system

Configuration status logging

Configuration verification and auditing

Corrective Action

Precaution

Defect Remediation

renew

Add or modify event updates

Add new ones, update or close existing ones

Identify new needs updates

Any lessons learned that can help improve current or future project performance should be documented promptly

Identify new risks and update existing risks

When existing or new relevant party information is collected, it will be recorded in the relevant party register.

by meeting

Interpersonal Communication (apprenticeship)

byPMIS

knowledge base

It is used to analyze and evaluate whether the quality of the project process and deliverables meets the standards or specific requirements of the executing organization, and helps analyze the production process of these measurement results to determine the correctness of the actual measurement results.

Monitoring basis

Identify the most important drivers of risk that can impact quality objectives

A structured tool that lists specific components used to verify that a required series of steps has been performed or to check that a list of requirements has been met

Should cover the acceptance criteria defined in the scope baseline

Evaluate identified alternatives

Analyze control process outputs into different documents, highlighting processes that may be outside of control and prevent the project team from meeting specific requirements or stakeholder expectations

Find non-value-added activities and actually find which activities are unnecessary

Determine the root causes of deviations, defects or risks

Categorize potential defect causes and demonstrate areas of greatest concern

Breaking down the causes of a problem statement into discrete branches helps identify the root cause

Demonstrate a series of steps to trigger a defect

Bar chart showing numerical data showing the number of noncompliances or other indications of project or product defects

Demonstrate the strength of the relationship between factors, causes, and goals

Show the relationship between two variables and show the relationship between two axes, one representing the process, environment, and any element of the activity, and the other representing quality defects.

Provide guidance on how to obtain project resources

Provide information about resources obtained from outside the project

Provide an overall budget for project activities

Showing activities and their start and end dates helps determine when resources need to be provided and acquired

Record the period of time each project resource is available in the project

Identify the resources that need to be obtained

The needs or expectations of relevant parties for specific resources will be discovered and should be considered in the process of obtaining resources.

Recruit resources, if there is no external need to obtain internal resources

Recruiting resources, if there are none internally or externally, a virtual team is needed

Updated to reflect actual experience in obtaining project resources

Changes may occur during resource procurement

Resource availability causes schedule changes

The resources obtained should be recorded

Document new risks identified

Record any new interested parties added

Define how and when to provide training to the project team, develop the competencies required at different stages, and identify needed team-building strategies based on any differences during project execution

Identified roles and responsibilities of team members

Defining when project team members can participate in team building activities helps illustrate the team's availability throughout the project

values

Improve overall performance

Team work guide

Arrange to work in the same physical location to enhance team working capabilities

Project managers should resolve conflicts in a timely and constructive manner to create high-performing teams

Gather relevant and critical information to solve important issues and build consensus through influencing skills

Provide a reason for someone to take action, improve the team's ability to participate in decision-making and encourage independent working

Reaching a consensus on project requirements helps team members trust each other

Strengthen team social relationships

The result of an overall evaluation of the project team rather than an individual evaluation

Provides guidance on how teams make decisions, conduct meetings, and resolve conflicts

Document who is responsible for resolving specific issues within target dates and overseeing resolution

cooperation/resolution

Compromise/Mediation

Easing/accommodating

Avoidance/Procrastination

Force/take (can be for urgent issues and events)

Negotiation ability

Ability to influence organization and project management teams

The ability to identify, assess and manage personal emotions, the emotions of others and the emotions of groups

The ability to influence relevant parties in a timely manner is critical to ensuring project success.

Ability to lead a team and motivate the team to do their job well

Change the project schedule to reflect how the team performs

Change project costs to reflect how teams perform

New questions to record

Record good methods and management methods

If changes are made to the team, they need to be recorded in the work order.

Communication needed to manage a team or physical resources

How project communications will be planned, structured and monitored

How to use appropriate communication strategies to guide relevant parties to participate in the project

Used to communicate changes to affected parties and the approval, deferral, and rejection of change requests

Communicate information about the problem to affected parties

Lessons Learned to Improve Communication Efficiency and Effectiveness

Identify the people, groups or organizations that need each type of information

Communicate to those who can take corrective actions to achieve project quality expectations

Provides information on sources of overall project risk, as well as overview information on identified individual project risks

status report

progress report

. . .

Clarify the purpose of key information, build effective relationships, enable information sharing and take leadership actions

Reactive information about communications, deliverables or situations

Formal delivery of information and/or documents

Inform of receipt, clarify and confirm information, understanding, and remove barriers to understanding

Exchange information and build connections by interacting with others

Take steps to ensure meetings are effective and efficient in achieving expected goals

Updated to reflect communication activity status

Outline the roles and responsibilities of project team members and other relevant parties relevant to risk management, and use this information to assign responsibility for agreed risk responses

Document the agreed risk response for each individual risk, and who is responsible for the risk response

An assessment of current overall project risk exposure and response strategies, as well as a description of significant individual project risks and their response plans

Encourage designated risk owners to take required actions

Identified issues are logged

Allocate necessary resources to each action related to the risk response plan

Reflect any changes to the agreed responses to individual project risks that result from undertaking this process

Reflect any changes to the agreed response to overall project risk exposure resulting from undertaking this process

Describe how the overall scope of work, including those for which the seller is responsible, will be managed

Describe how requirements will be analyzed, documented, and managed, including how the seller will manage the requirements that should be implemented as specified in the agreement

Describe how buyers and sellers communicate

Describe how to structure and implement project risk management activities

Contains activities that should be carried out during the procurement process

Define which configuration items are and require formal change control, and the change control process for these configurations, including the form and process for configuration management by the seller to be consistent with the approach taken by the buyer

Includes the budget for conducting the procurement, the costs for managing the procurement process, and the costs for managing the seller

Determine the start and end dates of procurement activities and the final delivery date of the contractor

Technical requirements that the seller needs to meet

Requirements with contractual and legal significance

Any seller selected carries special risks

Contains all details related to the identified parties

Bidding Documents

Purchasing Statement of Work

independent cost estimate

Supplier selection criteria

Determine if response to procurement documents is adequate

discussions to reach agreement

Subject to change at seller's request

The seller may propose alternative quality standards or alternative solutions that affect the quality management methods specified in the quality management plan

Once a seller is selected, updates are needed to document the seller’s communication needs and methods

Each agreement and seller presents unique risks that require an updated risk management plan. Specific risks should be recorded in a risk register

Update records based on the results of contract negotiation and signing

When executing procurement, explicitly consider the work breakdown structure and deliverables of the scope baseline, which may result in changes to any or all of the deliverables

Changes to seller deliverables impact overall schedule performance and may require the baseline schedule to be updated and approved to reflect current expectations

During project delivery, contractor material prices and labor prices may change frequently with the external economic environment, which needs to be reflected in the cost baseline.

Technical requirements that the seller needs to meet

Requirements with contractual and legal significance

As sellers are integrated into the project plan, changes to the requirements register and tracking matrix may be required based on the capabilities of the particular seller.

Resource calendar related to schedule needs to be updated based on seller's availability

Each selected seller brings special risks and during the contract signing process changes to the risk register should be made to reflect the specific risks each seller brings

This document contains all details related to the identified interested parties and records need to be updated upon entering into an agreement with a specific seller

Describe methods, formats and techniques for communicating with interested parties

Describe risk categories, risk appetite and reporting formats that can be used to manage stakeholder engagement

Provide guidance information

Describe the process for submitting, evaluating, and executing project changes

Document change requests and their status and pass them on to the appropriate parties

Record issues of concern to relevant parties and action plans to deal with them