6th Edition PMBOK® Guide–Process 11.2 Identify Risks: Inputs


After the first planning process which creates the Risk Management Plan, which shows how to do risk management on the project, this is the first process that starts of considering individual risks on the project.

Risks are found among all the other constraints on the project, so the inputs will come from the knowledge areas for scope, schedule, cost, quality, and resources.   In particular, you will want to look at the management plans for these knowledge areas, the three performance baselines (scope, schedule, and cost), and project documents from these knowledge areas.

11.2.1  Identify Risks:  Inputs

11.2.1.1  Project Management Plan

The components of the overall project management plan that are inputs to this process include:

  • Requirements management plan–the requirements management plan may indicate which project objectives that are particularly at risk
  • Schedule management plan–the schedule management plan may identify areas that are subject to uncertainty or ambiguity with respect to the schedule.   Note:   activities on the critical path will automatically be of higher risk to the project, as any delay in their execution will result in a delay in the final deadline of the project.
  • Cost management plan–the cost management plan may identify areas that are subject to uncertainty or ambiguity with respect to the budget.
  • Quality management plan–the quality management plan may identify areas that are subject to uncertainty or ambiguity, or where key assumptions with regards to quality have been made that might give rise to risk.
  • Resource management plan–the resource management plan may identify areas that are subject to uncertainty or ambiguity, or where key assumptions with regards to critical resources have been made that might give rise to risk.
  • Risk management plan–includes the following elements relevant to this process:
    • Lists risk-related roles and responsibilities on the project
    • Indicates how risk management activities are included in the budget and schedule
    • Describes categories of risk
  • Scope baseline–indicates deliverables in the scope statement which might give rise to risk.   The WBS can be used as a framework for identifying individual risks.
  • Schedule baseline–May be used to identify milestones and deliverable due dates that are subject to uncertainty or ambiguity, or where key assumptions with regards to the schedule have been made that might give rise to risk.
  • Cost baseline–May be used to identify costs or funding requirements that are subject to uncertainty or ambiguity, or where key assumptions with regards to costs have been made that might give rise to risk.

11.2.1.2  Project Documents

  • Assumption log–assumptions and constraints recorded in the assumption log may give rise to individual project risks and may also influence the level of overall project risk.
  • Cost estimation–cost estimates provide quantitative assessments of project costs, ideally expressed as a range, indicating the degree of risk, where a structured review of the documents may indicate that the current estimate is insufficient and poses a risk to the project.
  • Duration estimation–duration estimates provide quantitative assessments of project durations, ideally expressed as a range, indicating the degree of risk, where a structured review of the documents may indicate that the current estimate is insufficient and poses a risk to the project.
  • Issue log–issues recorded in the issue log may give rise to individual project risks and may also influence the level of overall project risk.
  • Lessons learned register–this is where lessons learned during the process of risk identification will be recorded and reviewed in later processes of the project to determine whether similar risks might recur during the remainder of the project.
  • Requirements documentation–the project requirements should be analyzed during this process to identify those that could be at risk.
  • Resource requirements–resource requirements provide quantitative assessments of project resource requirements, ideally expressed as a range, indicating the degree of risk, where a structured review of the documents may indicate that the current estimate is insufficient and poses a risk to the project.
  • Stakeholder register–Indicates which individuals or groups might participate in identifying risks to the project.   It also details those individuals who are available to act as risk owners.

11.2.1.3  Agreements

If the project requires the external procurement of resources, the agreements may have information such as milestone dates, delivery dates, contract type, acceptance criteria, and awards and penalties that can present threats or opportunities.

11.2.1.4  Procurement Documentation

If the project requires the external procurement of resources, the initial procurement documentation should be reviewed, because procuring goods and services from outside the organization may increase or decrease overall project risk and introduce additional individual project risks (for example, if the procurement of a critical component has a delay in the delivery date).

11.2.1.5  Enterprise Environmental Factors

  • Published material, including commercial risk databases or checklists
  • Benchmarking results
  • Industry studies of similar projects

11.2.1.6  Organizational Process Assets

  • Project files, including actual data and checklists, from previous similar projects
  • Risk statement formats
  • Organizational and project process controls for risk

The next post will cover the tools and techniques of this process.

 

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