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Overview

Project Number

Project Purpose

Project SponsorProject Manager

Tracking Project Progress

Contract Administration

Planning Activities

Estimating Activities

Human Resources

Quality Management

Inspections

Procurement Procurement Planning

The EPO project management checklists are intended to assist the project manager in planning, executing

and controlling projects. The checklists consist of Yes/No questions based on the knowledge areas in the

PMBOK 2004 edition. If the answer to a question is No, review the explanation provided and consider

what needs to be done in your organization or on your project to move to a Yes answer. Suggested EPO e-

Books and Templates are identified to facilitate the change from No to Yes answers.

Managing Issues & Changes

Closing the Project

Planning the Scope

The content list below can be used to jump to a selected topic.

PMBOK Knowledge Area Project Management Topic

Obtaining Project ApprovalIntegrationInitiating the Project

Sponsoring DepartmentPerforming Department

Project Management Checklist

Project Informat ion

Project Name

Scope

Time

Communications

Monitoring Project Costs

Cost Estimating Project CostsEstablishing the Budget

Stakeholder Identification

Quality

Risk Risk Identification

Evaluating Bids & Proposals

Risk Assessment

Risk Response Planning

Planning the Work

Reporting Project Status

Communications Planning

Testing

Developing the Schedule

Monitoring the Schedule

Human Resource Planning

Managing the Team

EPO Template 2006 Gord Gibben, PMP Version 7.0

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Integration

Question Y/N Explanation EPO Template EPO e-book

Is there a well-defined process to

identify potential projects?

The first step in the project approval process is the

identification of potential projects. This can be part of a

strategic or annual planning process or triggered by some

external business event.

Potential Project

Identification

Project Prioritization

& Approval

Has a project sponsor been identified

for each potential project?

The project sponsor is a key interface between the project

team and senior management. Project sponsors are often

responsible for providing resources and setting direction for

the project.

Potential Project

Identification


& Approval

Does a screening & prioritization

process exist for potential projects?

The needs of potential projects will often surpass the

available resources and finances. Prioritization will establish

the relative importance of competing projects and screen out

projects will low importance or poor benefits.

Potential Project

Identification, Project

Priority & Approval


& Approval

Are potential projects prioritized by

business management prior to

approval?

Prioritization is not an approval process; rather it is a

screening and ranking process. The output from

prioritization is a list of projects that have been ranked

according to their relative importance.

Project Priority &

Approval


& Approval

Does a Project Approval Committee

exist to review and approve projects?Project prioritization should be done by department

managers and division Vice Presidents. Project approvals

are obtained from executives who belong to a Project

Approval Committee.

Project Business

Case, Project

Priority & Approval


& Approval

Is a business case prepared for each

project approval?The Project Business Case describes the project costs and

benefits to enable a business decision whether or not to

proceed with the project.

Project Business

Case


& Approval

Is a business need assessment

conducted for each potential project?The Business Need Assessment provides an analysis of the

high level business requirement being addressed by the

project and an opportunity to comment on the relative

importance of the project.

Project Business

Case


& Approval

Is a cost/benefit analysis completed

for each project?

The cost benefit analysis is performed to determine if the

benefits of completing the project outweigh the costs of

performing the work

Cost Benefit

Analysis


& Approval

Are objective criteria such as Return

on Investment (ROI) or payback

period used to prioritize and approve

projects?

Return on Investment (ROI) is a percentage based on the

net income from a project divided by the costs of the project.

The payback period for a project is the time it takes for the

benefits of a project to repay its costs.

Cost Benefit

Analysis


& Approval

Are project approvals based on

business, financial and technical

criteria?The Project Approval Committee (or a similar group of

senior management) needs to balance the business,

financial and technical criteria from a corporate perspective

when granting approvals to proposed projects

Project Business

Case


& Approval

Has a Project Charter been prepared? The Project Charter is the document that formally

acknowledges the existence of the project. It may beprepared by the Project Sponsor, the Project Manager, or as

a collaborative effort.

Project Charter Project Initiation &

Scope Planning

Are project assumptions

documented?

Assumptions are conditions upon which the project is based.

They often involve a degree of risk and express situations

that the project may encounter. These assumptions must be

communicated to project stakeholders and confirmed where

required.

Constraints &

Assumptions

Checklist

Project Initiation &

Scope Planning

Have project constraints been

documented?

Constraints are restrictions that will impact project

management options. Because these constraints will limit

the project management approaches or alternatives

available, it is imperative that both Project Sponsor and

Project Manager share an understanding of these limitations

Constraints &

Assumptions

Checklist


Scope Planning

Has the Project Manager beenassigned and his/her authority

defined?

The Project Manager should be assigned prior to projectinitiation and his/her authority should be defined and agreed

to by the project sponsor.

Project Charter Project Initiation &Scope Planning


Obtain ing Project Approval

Init iat ing the Project

Tracking Project Progress


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Integration

Are project team tracking meetings

held to monitor progress and discuss

issues?

Project team tracking meetings should be held on a regular

basis to discuss progress on activities and status of high

priority risks and open issues, changes and decisions.

Team Tracking

Meeting

Project Tracking

Do project team members report time

spent on project activities?

Time reports should be completed on a regular basis (daily

or weekly) by team members and reviewed by team leads or

the project manager.

Time Report,

Tracking View

Project Tracking

Is there a process in place to manage

project issues?

An issue is a situation that occurs outside the control of the

project team that must be resolved in order for progress to

continue. In most cases, the issue must be resolved by a

certain date or there will be an adverse affect on the project

deliverables, target dates or costs. The resolution to the

issue needs to be documented and understood by all parties

affected.

Project Issue,

Change

Management Log

Issue & Change

Management

Is a formal change management

process used on the project?

Change is a constant on projects; it is a reality of project

management. Changes require deviations from project plan

and can impact project scope, cost or schedule. The

changes must be handled through five Change Management

processes: identification, evaluation, recommendation,

approval, and incorporation.

Change Request,

Change

Management Log

Issue & Change

Management

Does a Project Steering Committee

exist to help manage issues and

changes?

The Project Steering Committee consists of various project

stakeholders. The specific make up of the Project Steering

Committee will vary from project to project and will depend

on a number of factors

Project Steering

Committee

Stakeholder

Management

Is there a process in place to escalate

important project decisions?

The Project Manager, in conjunction with the project team

and/or Project Steering Committee will have to make

important decisions during the project that will affect its

outcome. In some cases the decision will be made by the

project team and communicated to those affected. In other

cases, the decision will be escalated to the Project Steering

Committee for approval.

Decision Request,

Change

Management Log

Issue & Change

Management

Is there a process in place to escalate

project action items?

In response to decisions or issue resolutions, actions may

be required. Actions are not to be confused with plannedtasks or activities in the project schedule. Actions are

unforeseen tasks undertaken to bring the project back into

alignment with baseline project plan.

Action Item,

Change

Management Log

Issue & Change

Management

Have lessons learned from the project

been documented for future projects

Project lessons describe what worked well on the project.

This will provide an opportunity to carry these successes

over to future projects. Challenges and opportunities

encountered on the project provide recommendations for

improvement on future projects.

Project Closure

Report

Project Review &

Closure

Has an assessment of the overall

project been conducted?

The purpose of the project review is to:

Assess the project management techniques used on the

project and recommend changes where applicable,

Review the application of the organizations project

management framework and identify improvements to theframework based on lessons learned on projects,

Assess the feasibility of continuing with the project (or

program) and provide validation to terminate the project if

necessary.

Project Review

Report, Project

Closure Report

Project Review &

Closure

Has a review of the project business

case been conducted?

The purpose of the business case review is to compare the

achievement of business objectives and project benefits with

what was originally forecast

Project Closure

Report

Project Review &

Closure

Has the project team provided an

assessment of challenges and

successes from their perspective?

The Project Team Review section should be completed by

the team and submitted to the project reviewers for inclusion

in the Project Closure Report

Project Closure

Report

Project Review &

Closure

Has a review of the technology and

lifecycle processes been conducted?

The technical review focuses on the technology and lifecycle

processes used on the project.Project Closure

Report

Project Review &

Closure

Managing Issues & Changes

Closing the Project


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Scope


Have project objectives and critical

success factors been identified?

Project objectives are the goals of the project. Critical

success factors (CSF) are the project objectives that mustbe met for the project to be considered successful.

Project Scope

Statement


Scope Planning

Have scope inclusion and exclusion

criteria been identified?

Inclusion and exclusion criteria identify the specific

deliverables, products, and services to be provided by the

project and explicitly define the items to be excluded from

the project. This will define the scope boundary from both

Project Scope

Statement


Scope Planning

Has the project strategy been defined

and agreed to by the project sponsor?

The project strategy defines the approach to be followed on

the project. It should clarify the methods, techniques and

tools to be used.

Project Scope

Statement


Scope Planning

Has a scope management matrix

been prepared and agreed to by the

project sponsor?

The scope management matrix identifies the relative

priorities of the three dimensions of the triple constraint

(time, cost, and product).

Scope Management

Plan


Scope Planning

Has a scope stability assessment

been prepared?

An assessment of the project scope stability will indicate the

likelihood that the project scope may change and thepotential magnitude of such a change.

Scope Management

Plan


Scope Planning

Has a scope change management

approach been prepared?Successful change management on a project starts with an

agreement on the methods to be followed to identify and

evaluate changes.

Scope Management

Plan


Scope Planning

Has a project Work Breakdown

Structure (WBS) been prepared?

The Work Breakdown Structure (WBS) provides an initial

decomposition of project deliverables into smaller packages

of work to support planning and estimating activities

Work Package,

WBS Planning

View

Work Breakdown

Structure

Planning

Have project Work Packages been

prepared and assigned?

Work packages are discreet units of work that are assigned

to individuals, teams, or external contractors. They can be

used to subdivide the work according to discipline or to

prescribe a deliverable to be completed by a contractor

Work Package,

WBS Assignment

View

Work Breakdown

Structure

Planning


Planning the Scope

Planning the Work


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Time


Has a project activity list been

prepared?

The activity list is an extension of the WBS and identifies all

the activities required to produce WBS deliverables.

Activity Plan, Activity

Planning View

Activity Planning &

Estimating

Does each project activity have a

tangible deliverable?

The activity name should consist of an action verb (produce,

prepare, develop, install, etc) and an object of that verb that

names the activity deliverable


Planning View

Activity Planning &

Estimating

Has a project network diagram been

created?

The activity sequencing is shown using a Project Network

Diagram which illustrates how the project activities will flow

from beginning to end. It is created by establishing the

dependencies among project deliverables


Sequencing View

Activity Scheduling

Have activity dependencies been

established?Dependencies can be mandatory (based on required

completion of deliverables) or discretionary (based on

preferred sequence of activities).


Sequencing View

Activity Scheduling

Have activity duration and effort

estimates been prepared?

Activity estimates have two components:

Duration estimates (in days) provide an indication of how

long a task will take and are used for critical path

scheduling.

Effort estimates (in hours) are used to determine the

amount of work (by each resource) required to produce a

deliverable. Effort estimates are variable by resource and

will be used when resource leveling the project schedule.

Both duration and effort estimates need to be done for each

activity.


Estimating View

Activity Planning &

Estimating

Have PERT duration estimating

techniques been used?

Using PERT estimating, three duration estimates are

prepared for each activity: optimistic (O), pessimistic (P) andmost likely (M).


Estimating View

Activity Planning &

Estimating

Have resource effort estimates been

prepared for each activity?

The effort required to perform an activity is dependent on the

resources assigned. Because effort is variable by resource,

it should be estimated for each resource assigned to an

activity.


Estimating View

Activity Planning &

Estimating

Has the project critical path been

identified?

The critical path is defined as the sequence of activities with

the longest duration. The critical path activities should be

associated with production of important project deliverables

and not support tasks.

Activity Scheduling

View

Activity Scheduling

Have resource leveling techniques

been applied to the project schedule?

Resource leveling is necessary when:

One resource is assigned to multiple activities and their

over allocation must be leveled out by extending the duration

of some activities. Too many activities are assigned to one resource and

some activities must be transferred to other resources.

Multiple resources (with varying availability) are assigned to

one activity.

There are times in the schedule when resources are not

fully occupied and will need work. Activity dependencies

can be shifted to level off peaks and fill in valleys of resource

usage

Activity Plan,

Resource Leveling

View

Activity Scheduling

Have duration compression

techniques been applied to the project

schedule?

To meet fixed end dates, the duration of the project critical

path may need to be shortened. This duration compression

can be accomplished through fast tracking or crashing the

schedule.

Activity Scheduling

View

Activity Scheduling

Have schedule milestones been

established?

Schedule milestones (evenly distributed throughout the

schedule) are established for status tracking and reporting Activity SchedulingView Activity Scheduling

Has a baseline project schedule been

established?

A project baseline provides a foundation for tracking &

reporting and managing the effects of change.

Activity Scheduling

View

Activity Scheduling


Planning Activi t ies

Estimating Activi t ies

Developing the Schedule


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Time

Has a schedule management plan

been prepared?

The Schedule Management Plan describes how the PMBOK

time management processes will be carried out on the

project

Schedule

Management Plan

Project Schedule

Management

Is progress tracked and the schedule

updated on a regular basis?

Updating the schedule on a regular basis enables

forecasting:

Finish dates of activities started or already in progress, Estimated start dates of activities not yet started

Schedule Update

View

Project Schedule

Management

Have schedule variance thresholds

been established?

Schedule variance reporting procedures should include:

Frequency of reporting schedule variances

Responsibility for explaining schedule variances,

Variance thresholds that will trigger explanation.

Schedule

Management Plan

Project Schedule

Management

Are procedures in place to re-

establish the schedule baseline?

Approved change requests can be incorporated into the

project baselines. A new baseline schedule and/or project

budget (depending on the nature of the change) is

established

Schedule

Management Plan

Project Schedule

Management

Moni tor ing the Schedule


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Cost


Has a project cost estimate been

prepared?

Project cost estimates provide senior management

stakeholders with the financial information to:

Compare costs of potential projects competing for

approval,

Compare the costs of an initiative to the tangible benefits

associated with delivery,

Determine the financial commitment required to complete

the project,

Reliable project cost estimates are essential when managing

the expectations of funding authority stakeholders.

Project Cost

Estimate

Project Estimating &

Budgeting

Have estimates been prepared for

labor, equipment, supplies, expenses

and financing costs to be incurred by

the project?

Project estimates and budgets are both based on the project

accounts which, in turn, must be tied to the corporate

financial Chart of Accounts. The structure of the financial

chart of accounts will vary from one organization to another

Project Cost

Estimate, Project

Budget


Budgeting

Have estimating assumptions been

recorded?

Estimating assumptions should be documented for

reference during cost control and to help support the

management of risks, issues and changes.

Project Cost

Estimate


Budgeting

Has a budget been established for

cost tracking and control?The project budget, which forms the baseline for cost

control, is a time phased distribution of project costs. An

estimate becomes a budget when costs are allocated to time

phases (usually months or years).

Project Budget Project Estimating &

Budgeting

Has a project cost management plan

been prepared?

The Cost Management Plan establishes how the project

estimating, budgeting and cost control processes will occur

Cost Management

Plan

Project Cost

Management

Have funding release amounts been

defined for the project?

Typically, funding is based on budget amounts and is

released in increments before money is spent on the project.Cost Management

Plan

Project Cost

Management

Are earned value performance

indicators used to report schedule and

cost variance?

Using earned value performance measurements, the cost

and schedule variances are calculated as follows:

Cost Variance (CV) = Earned Value Actual Costs

Schedule Variance (SV) = Earned Value Planned Value

Earned Value

Performance

Calculator,

Performance Report

View, Project

Earned Value

Performance

Reporting

Are earned value performance indices

used to forecast project completion

costs and variances?

Earned value calculations provide a means of estimating

project completion costs based on actual cost and schedule

performance.

Earned Value

Performance

Calculator,

Performance Report

View, Project

Performance Report

Earned Value

Performance

Reporting

Are actual costs being recorded on

the project?

Actual cost expenditures incurred by the project can be

captured using timesheets or the organizations cost

accounting process

Project Cost

Tracking

Project Cost

Management

Are procedures in place to re-

establish the cost baseline?

Approved change requests can be incorporated into the

project baselines. A new baseline schedule and/or project

budget (depending on the nature of the change) is

established

Cost Management

Plan

Project Cost

Management


Est imat ing Project Costs

Establ ish ing the Budget

Monitor ing Project Costs


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Quality


Has a Quality Management Plan been

prepared for the project?

The Quality Management Plan describes how the project

management team will manage the quality of deliverables

produced on the project.

Quality Management

Plan

Quality Management

Are formal quality control techniques

being applied to the project?

Quality control is the process of:

1. Measuring deliverables to determine if quality standards

are being met,

2. Monitoring results to determine compliance with quality

standards.

Control Chart,

Pareto Diagram

Quality Management

Are project deliverables subjected to

formal inspections? Inspections provide a mechanism to detect defects early and

improve the overall quality of project products. This will, in

turn, improve productivity and motivate team members to

produce better quality deliverables

Inspection Report Software Inspections

& Deliverable

Reviews

Does a formal review and acceptance

process exist for project deliverables?

The primary objective of a deliverable review is to gain

acceptance of a product so that work can proceed on to thenext phase or step. This acceptance should be based on

predefined acceptance criteria.

Deliverable

Acceptance

Software Inspections

& Deliverable

Reviews

Are acceptance criteria defined for

review and testing of project

deliverables?

Acceptance criteria describe the conditions required for the

project deliverables to be accepted by the project sponsor.

The acceptance criteria should be prepared early in the

project; initial acceptance criteria should be included in the

Project Charter to ensure that the project sponsor and the

project team are in agreement throughout the project.

Acceptance Criteria,

Acceptance Test

Tracking

Software Test

Planning &

Execution

On software development projects,

are test scripts and test cases defined

for software testing?

Test scripts identify the business functions to be tested.

Test cases should be defined for each business function

identified in the test script. They are designed to exercise

the applications response to both good and bad test data

Test Case Software Test

Planning &

Execution

During software testing, are defects

recorded and prioritized for

resolution?

Tests can be executed either manually or through the use of

an automated testing tool that pumps test cases through the

application. In both cases it is important to record test

results, track defects and assign priorities to deal with

defects

Defect report, Defect

Tracking Log

Software Test

Planning &

Execution


Qual i ty Management

Inspections

Testing


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Human Resources


Have project roles been defined? Assigning the right resources to project activities is critical to

meeting project objectives. To ensure that everyone

understands their contribution, resources can be classified

into a number of roles.

Project Human

Resource Plan

Human Resource

Planning

Have the project resource

requirements been identified?

Defining resource requirements for a project is one of the

most important planning processes. Each project will have

unique resource requirements and may require a different

emphasis on project roles.

Project Human

Resource Plan

Human Resource

Planning

Have the project resource constraints

been identified?Resource availability constraints such as commitment levels

or dependencies on another project to release the resource

should be identified and agreed to with the resources

functional manager

Project Human

Resource Plan

Human Resource

Planning

Have project resources been

assigned to project deliverables?

Once the project resources have been identified, they can

be assigned to Work Packages in the Work Breakdown

Structure (WBS) using a Responsibility Assignment Matrix

Responsibility

Assignment Matrix

Human Resource

Planning

Has a project resource training plan

been prepared?

Some of the resources assigned to the project will require

training to perform their roles and produce their deliverables.

This may occur when:

New technology is being adopted on a project,

A software package has been purchased,

Employees are provided with career development

opportunities on projects.

Resource Skills

Assessment,

Resource Training

Plan

Human Resource

Planning

Is a project kick-off event planned? The project team kick-off meeting is the first team meeting

to be held on a project. The primary purpose of the team

kick-off meeting is to obtain commitment from team

members and key stakeholders.

Team Kick-off

Meeting

Team Management

Do project team members understand

their roles on the project and how they

will work together?

To encourage constructive behaviors, curtail subversive

behaviors and guide the team through the development

stages, a Team Charter should be prepared. The Team

Charter is an agreement that states:

What the team wants to accomplish,

Why the team is important,

How the team will work together to accomplish its goals

Team Charter Team Development

Have open communication channels

been established within the project

team?

The groundwork for open communications within the project

team is laid with the Team Communications PlanTeam

Communications

Plan

Team Management


Human Resource Planning

Managing th e Team


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Communications


Have project stakeholders been

identified?

According to the PMI PMBOK 2000 (section 2.2), project

stakeholders are:

Individuals and organizations that are actively involved in

the project, or whose interests may be positively or

negatively affected as a result of project execution or project

completion; they may also exert influence over the project

and its results.

Stakeholder

Identification

Stakeholder

Identification &

Analysis

Has the stake in the project and the

required commitment from each

stakeholder been identified?

Each stakeholders stake in the project will take one of three

forms:

1. Providing a product or service which contributes to the

project objectives.

2. Receiving or using a product or service delivered by the

project.

3. Interested in the project outcome

The required commitment of each stakeholder is critical to

the level of planned communication.

Stakeholder

Identification,

Stakeholder Analysis

Stakeholder

Identification &

Analysis

Have the communication needs of

each stakeholder been identified?

The stakeholder communication needs should consider:

Preferred communication medium,

Constraints on technology access that may affect

communications,

Recommended reporting frequency,

Special information needs of each stakeholder.

Stakeholder

Identification,

Stakeholder Analysis

Stakeholder

Identification &

Analysis

Have the priorities, support and

influence of key stakeholders been

identified?

It is important to determine the schedule, cost and product

quality priorities and support of key stakeholders.

Stakeholder influence is their ability to make or influence

decisions related to project objectives.

Stakeholder Analysis Stakeholder

Identification &

Analysis

Has a project stakeholdercommunications plan been prepared?

The Project Stakeholder Communications Plan describes

how communication will be accomplished with each

stakeholder.

StakeholderCommunications

Plan

CommunicationsPlanning

Has a project meeting plan been

prepared?

The Project Meeting Plan identifies (for each type of project

meeting) the:

Meeting attendees,

Objectives of the meeting,

Agenda items,

Logistics such as timeframe, frequency and location,

Technology medium

Meeting &

Presentation Plan

Communications

Planning

Have required project presentations

been planned?

The Project Presentation Plan identifies (for each type of

project presentation) the:

Presentation audience (individuals or groups),

Objectives of the presentation (what will be accomplished),

Logistics such as timeframe, frequency, and location, Equipment required for the presentation (projectors,

screens, flipcharts, laptops, etc),

The presentation type (speech, presentation, video)

Meeting &

Presentation Plan

Communications

Planning

Has a project document distribution

plan been prepared?

The Project Document Distribution Plan describes:

Original source of the information (previous project or

deliverable of current project),

Project repository location of the deliverable (hyperlink to

Web URL or directory folder name),

Distribution schedule (completion date or distribution

frequency)

Distribution list (based on stakeholder communication plan)

Document

Distribution Plan

Communications

Planning


Stakeholder Identi f ication

Commun icat ions Planning


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Communications

Is access to project documentation

provided for key stakeholders?

The Project Stakeholders Communications plan should

describe procedures for:

Accessing information between scheduled

communications,

Updating and refining the communications plan as the

project progresses.

Stakeholder

Communications

Plan

Communications

Planning

Are project accomplishments reported

to stakeholders on a regular basis?

The project progress report is used to report on deliverables

completed and accomplishments during the reporting period.

It is also used to predict deliverables that will be completed

during the next reporting period.

Project Progress

Report

Progress & Status

Reporting

Is project schedule and cost status

reported to stakeholders on a regular

basis?

Based on project milestones, status reports provide a

comparison of actual/forecasted completion dates with

schedule and cost baselines.

Project Status

Report, Status View,

Status Presentation

Progress & Status

Reporting

Is the status of project issues and

changes reported to stakeholders on

a regular basis?

The status of outstanding (or recently resolved) changes and

issues should be reported to stakeholders regularly. The

description of the issue should include the impact on

schedule, cost and deliverable (where known) and a

resolution required by date. The description of the change

should include a business justification for the change andthe impact on cost and schedule.

Project Progress

Report, Project

Status Report

Progress & Status

Reporting

Is the status of high priority project

risks reported to stakeholders on a

regular basis?

A description of the specific risk and triggering event should

be provided along with the risk priority (high, medium, or

low). The consequences that arise from the risk occurrence

should be described and the approved risk decision

(prevent, mitigate, monitor, or accept) should be indicated

Project Progress

Report, Project

Status Report

Progress & Status

Reporting

Reporting Project Status


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Risk


Has a risk management plan been

prepared for the project?

The risk management plan (prepared early in the planning

phase of the project) describes how the four risk

management steps (identification, assessment, response

planning and monitoring/control) will be performed on the

project.

Risk Management

Plan

Risk Management

Have project risk factors been

identified?

Risk factors are categories of risk sources that may have an

impact on the project cost, schedule, scope or quality

objectives. Each project risk factor should be considered

when identifying potential project risk events.

Risk Identification

Checklist

Risk Identification

Have potential risk events been

identified?

The first step in risk assessment is the identification of risk

events (discreet occurrences of potential problems). The

risk description must be complete enough to support risk

response decisions and preparation of risk response plans.

Risk Identification

Checklist, SWOT

Analysis

Risk Identification

Has an assessment of each potential

risk event been prepared? For each identified risk, an assessment of its urgency,

growth, probability, and impact should be conducted. Each

risk should be described in sufficient detail to be understood

by project team members, sponsors and management.

Risk Assessment,

Risk Event

Scenarios

Risk Assessment &

Response Planning

Have high priority project risks been

identified?The priority of the risk is assigned based on the probability

and impact assessment. Attention should be focused on

high probability and high impact risks.

Risk Assessment,

Risk Register

Risk Assessment &

Response Planning

Are decision tree techniques used to

quantify project risks and

opportunities?

Decision trees provide a graphical representation of

decisions and quantify the risks and rewards of these

decisions.

Decision Tree Decision Analysis

Has a readiness assessment been

done to evaluate risks associated with

one or more alternatives?

Readiness Assessment footprints are a means to evaluate

risks associated with one or more alternatives. These risks

are assessed using eight categories of organizationalreadiness and the corresponding attributes of alternatives

under consideration.

Readiness Footprint Readiness

Assessment

Has a risk response plan been

prepared for high priority risks?

The risk response plan contains preventative actions,

corrective actions, risk monitoring and communications

plans.

Risk Response Plan Risk Assessment &

Response Planning

Have risk response plans evaluated to

determine their effectiveness?

Risk response plans often affect more that one risk event.

Risk responses should be evaluated to determine the affect

of risk responses on the high priority risk events. The risk

response evaluation will also help uncover secondary and

residual risks.

Risk Response Plan,

Risk Register

Risk Assessment &

Response Planning

Has a risk monitoring plan been

implemented for high priority risks?

The Risk Monitoring plan describes:

The tracking and control of risks (a continuous processinvolving both the project team and management).

The preventative action plans to be implemented

How the status of existing risks and the potential for new

risks are to be assessed.

Triggers that alert the project team of a risk occurrence and

the corrective action to be taken.

Risk Response Plan,

Risk Register

Risk Assessment &

Response Planning,Risk Management


Risk Identi f ication

Risk Assessment

Risk Response Planning


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Procurement


Has a procurement management plan

been prepared for the project?

The Procurement Management plan is completed if products

or services will be purchased for the project from an outside

supplier. The Procurement Management Plan identifies:

How services will be procured for the project,

Procedures for evaluating bids and proposals (including

approvals required),

The types of contracts to be used to procure products or

services,

Contract administration and reporting procedures.

Procurement

Management Plan

Procurement

Planning

Has a Statement of Work been

prepared for the procurement items?

The Statement of Work (SOW) describes the procurement

item so that prospective sellers can decide if they are

capable of providing the item and how the work can be

undertaken.

Statement of Work Procurement

Planning

Has the project team performed a buy

vs. build analysis on projectdeliverables?

Analysis of buy vs. build options is undertaken to determine

whether the project team can produce the product/service orif it should be purchased.

Procurement

Management Plan

Procurement

Planning

Have objective evaluation criteria

been defined for alternative

evaluation?

Proposals should be evaluated against a set of criteria

ranked as follows:

Mandatory these are must criteria based on critical

success factors or project objectives.

Optional these are the want criteria based on

requirements.

Alternative Selection Bid & Proposal

Evaluation

Is a rational process used to select

from alternatives and minimize risks

from selection decisions?

Project teams frequently must evaluate alternatives and

make selection decisions that involve a degree of risk.

These decisions can be complex; a quantifiable approach is

required.

Alternative Selection Bid & Proposal

Evaluation

Has a Contract Management Planbeen prepared for each contract on

the project?

Contract administration is the process of managing thecontract and the relationship between the buyer and the

seller. The Contract Management Plan describes how a

specific contract will be administrated during the project

ContractManagement Plan

ContractAdministration

Upon completion of the contract, has

a contract closure report been

prepared?

Contract closure is the process of completing and settling

the contract, resolving open items and completing contract

closure documentation.

Contract Closure

Report

Contract

Administration

Contract Adminis t ration


Procurement Planning

Evaluat ing Bids & Proposals


Documents

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