A Risk Management Plan is a formally created and approved document that describes how the risk management process will be organized, what phases it will consists of, how it will be implemented, and who will be involved in the implementation. It is a roadmap for managing identified risks and exploiting opportunities throughout the project lifecycle.
Any project always generates a kind of challenge that makes the project manager find efficient ways to respond to various threats and uncertainties that may jeopardize successful project completion. Implementation of the risk planning process lets the manager to solve the challenge by planning for potential risks and developing solutions that reduce the likelihood of risk occurrence and mitigate the negative impact of the risks.
Performing quality control activities represents increasingly important concerns for project managers and planners. Quality control activities serve as a safety mechanism that helps prevent occurrence of defects or failures in project facilities and products. Poor implementation of quality control activities often results in very large costs because even with minor defects or deviations, project re-organization may be required. Increased costs and delays may result in customer dissatisfaction. In the worst scenario, defects or failures may cause personal injuries to project participants.
Quality assurance (QA) activities are those actions the project team takes to inspect quality requirements, audit the results of control measurements and analyze quality performance in order to ensure that appropriate quality standards and procedures are appropriately implemented within the project.
The Quality Assurance Activities is an article of the Quality Management Section in the Project Implementation Guide. It describes the three kinds of the activities to help the project manager and the quality team to develop a quality assurance plan template, audit quality performance and review project activities, procedures and processes.
Managing project procurements and acquisitions requires the project manager to efficiently collaborate with the purchasing department on the process of planning and managing procurements. Project procurement management is a section of the implementation plan to determine how “the ordered products necessary for producing deliverables can be delivered on time and within the allocated budget”. Note that the “Procurement Management” section of the implementation plan will be necessary only for projects that have to deal with substantial buy-in of expertise or capital items. For any other projects where there is no high level of procurement expenditure it is enough to include a procurement item list and a vendors list in the project implementation plan
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