The inputs to the Identify Risks process are as follows:
■ Risk management plan
■ Activity cost estimates
■ Activity duration estimates
■ Scope baseline
■ Stakeholder register
■ Cost management plan
■ Schedule management plan
■ Quality management plan
■ Project documents
■ Enterprise environmental factors
■ Organizational process assets
We have covered each of these inputs previously, with the exception of the quality management plan. We'll talk about that in Chapter 7, "Planning Project Resources." For purposes of the Identify Risk process, understand that the quality management process, identified in the quality management plan, has the potential to produce or prevent risks itself. We'll touch on a few of the key elements of some of these other inputs also.
You should pay particular attention to the roles and responsibilities section of the risk management plan and the budget and schedule for risk activities. Don't forget to examine the categories of risks as well. This is a great place to start when you get the team together and begin brainstorming your list of risks.
The project scope statement, part of the scope baseline, contains a list of project assumptions. You'll recall that assumptions are things believed to be true. It's imperative during the risk-planning stages of your project and throughout the work of the project to revisit and revalidate your project assumptions. At the time you recorded an assumption about vendor deliveries, for example, the vendor had a great track record and never missed a date. Months later on the project, that vendor merges with one of its competitors. Now you'll need to reexamine your assumptions about delivery times and determine whether the assumption is still valid or whether you have a risk on your hands.
The project management plan contains several other management plans (such as schedule, quality, and cost) that can be helpful sources also when identifying risks. You should also consider network diagrams, baselines, work performance reports, and other project information during this process.
The enterprise environmental factors input concerns aspects from outside the project that might help you determine or influence project outcomes. Be certain to check for industry information (commercial databases, checklists, benchmarking studies, and so on) or academic research that might exist for your application areas regarding risk information.
As always, don't forget about historical information such as previous project experiences via the project files. Project team knowledge is another form of historical information.
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.