Review the project overview document to understand whether any strategies, standards or practices related to corporate or program management risk management need to be applied to the project; Learn lessons learned about risk management from previous similar project, company or program management and external organizations; review the log for all issues and risks related to risk management; define a risk management strategy; consult with project assurance to examine the risks raised Manage whether the strategy meets the needs of the project management board, company or program management; create a risk register based on the risk management strategy and transcribe risks from the log into the risk register; request approval of the risk management strategy from the project management board.

risk management steps (identification, assessment, planning, implementation and communication); Tools and techniques to be used; records to be maintained; How to report on the performance of risk management steps; timing of risk management activities; Roles and responsibilities for risk management activities; Ranking criteria used to estimate risk probability and impact; Guidance on how to assess the proximity of a risk (the earliest time a risk might actually occur if no action is taken); a definition of the risk categories to be used; any early warning signs that will be used; risk tolerance; Whether to establish a risk budget and how to control it. "

Review the project overview document to understand whether any strategies, standards, or practices related to configuration management for company or program management need to be applied to the project; draw on configuration management knowledge from previous similar projects, company or program management, and external organizations Lessons learned; review risk registers and logs for relevant issues and risks related to configuration management; define configuration management strategy; consult with project assurance to check whether the proposed configuration management strategy meets the needs of the project management board, company or program management ;Create an initial configuration item record; create a problem registration form, consider whether the problems recorded in the log need to be formally recorded and transcribed to other management products; if new risks and problems are identified, the risk registration form and problem registration form should be updated and/or logs; request approval of the configuration management strategy from the project management board.

Configuration management steps (planning, identification, control, status statement, inspection and audit); Issue and change control steps (capture, inspect, propose, decide, implement); Tools and techniques; records to be maintained; How to report on the performance of configuration management steps; Scheduling of configuration management activities, issues, and change control activities; Configure roles and responsibilities for management steps, considering whether a change management organization and/or change budget is needed; Evaluate problem prioritization and severity levels. "

Review the project product description to understand customer quality expectations and check whether the project acceptance criteria are adequately defined; review the project overview document to understand whether all strategies, standards or practices related to quality management of the company or program management need to be applied to the project; Learn lessons about quality management from previous similar project, company or program management and external organizations; review risk registers and logs for relevant issues and risks related to quality management; define quality management strategy; consult with project assurance to check Whether the institute's quality management strategy meets the needs of the project management committee, company or program management; create a quality register and be prepared to record the details of all quality activities; if new risks and issues are identified, the risk register, problem register and /or log; request approval of the quality management strategy from the project management board.

Quality management steps (preparation of quality plan, quality control, quality assurance); Tools and techniques to be used; records to be maintained; How to report the performance of quality management steps; Timing of quality management activities; roles and responsibilities of quality management activities. "

Review the project overview document to understand whether any strategies, standards, or practices related to company or program communications management need to be applied to the project; draw lessons from previous similar projects, company or program management, and external organizations regarding communication management lessons learned; review the risk register and issue register for risks and issues related to communication management; identify and/or review stakeholders and consult with their information needs; establish Information needs; define communications management strategy; consult with project assurance to check whether the proposed communications management strategy meets the needs of the project management board, company or program management; update the risk register, issues if new risks and issues are identified Check-in sheet and/or logbook; request approval of the communications management strategy from the Project Management Board.

Communication management steps; the methods and techniques to be used; records to be maintained; How to report on the performance of communications management steps; Timing of communication activities; roles and responsibilities for communication activities; Stakeholder analysis.

"Project control enables projects to be managed efficiently and effectively consistent with their size, risk, complexity and importance. Effective project control is a prerequisite for management by exception.

It includes: frequency and format of communication between various levels of project management; number of phases and corresponding phase completion assessments; mechanisms for capturing and analyzing issues and changes; Mechanisms for reporting exceptions; tolerances for delegation of authority; and how delegation of authority between different management levels is monitored.

P2 Recommended Action: Review the project overview document to understand whether all strategies, standards or practices related to corporate or program management controls need to be applied to the project; review the quality management strategy, configuration management strategy, risk management strategy and communication management strategy, To determine what controls need to be established; draw lessons learned about project controls from previous similar project, company or program management and external organizations; review the risks and issues related to project controls in the risk register and issue register; identify and Document the management phase boundaries required to provide appropriate levels of control; allocate the various levels of decision-making required by the project to the most appropriate project management level; and, where appropriate, incorporate agreed decision-making rights and responsibilities into the project management team structure and role descriptions; confirm project tolerances and escalation processes; briefly describe project controls from the project initiation document; consult with project assurance to check whether the proposed project controls meet the needs of the project management board, company or program management; if identified When new risks and issues are detected, the risk register, problem register and/or log should be updated; request project management committee approval for project controls. "

P2 Recommended Actions: Review the project overview document; draw lessons learned from previous similar projects, company or program management and external organizations regarding planning; review the risks and issues related to planning in the risk register and issue register; Determine the format and presentation of the project plan based on the audience for which the plan is intended and how it will be used; identify the planning and control tools that will be used on the project; select methods for estimating the project plan; review quality management strategy, configuration management strategy, risk management strategy and communication Manage strategy to understand required resources, standards, methods, and costs; create product breakdown structures, product flow diagrams, and product descriptions of major products in the project plan, determine arrangements for handing over project products to operations; consider project product descriptions If updates are required; create or update configuration item records for each product planned to be delivered; identify and confirm the resources required and confirm the availability of the selected candidates, their agreement to assume the role and their commitment to completion; identify project controls activities, resources and timing and include them in the plan; identify risks associated with the plan; prepare project planning documents; consult with project assurance to check whether the proposed project plan satisfies the project management committee, company or program management needs; if new risks and issues are identified, the risk register, problem register and/or log should be updated; request the project management committee to approve the project plan.

"The summary business case completed during the project preparation process needs to be updated to reflect the estimated time and cost in the project plan and the overall risks in the updated risk register.

P2 Recommended Action: Review the project overview document to check whether the company or program management has any requirements related to the format and content of the business case; draw lessons from previous similar projects, company or program management, and external organizations regarding the business case Lessons learned; create a detailed business case based on additional information obtained; create a benefits review plan; update the risk register, issue register and/or log if new risks and issues are identified; consult with project assurance to review the business case and Whether the benefits review plan meets the needs of the project management board, company or program management; request approval of the business case and benefits review plan from the project management board.

The detailed business case includes: the cost and time calculated in the project plan; the main risks affecting the feasibility and achievability of the project; the benefits to be obtained; and the tolerance for each benefit.

The benefits review plan includes: reviewing the business case and checking understanding of the project benefit expectations; determining how to measure each benefit achieved and capturing the measurement methods currently set as baselines; Determine the timing of the benefits review; if the project is part of a program, a benefits review plan may have been created, maintained, and executed at the program level. "

"The project initiation document is a collection of management products created during the initiation process and used to obtain authorization to proceed with the project. It is not a single document, but a series of documents.

P2 Recommended Action: Select and modify information from the project overview document; include or refer to information from the following documents (project management team structure and role descriptions, business case, quality management strategy, configuration management strategy, risk management strategy, communication management strategy, project plan); include or reference project controls and summarize how the project is tailored P2; summarize project initiation documents; cross-check different pieces of information to ensure they are coordinated; consult with project assurance to check that the summarized project initiation documents meet the requirements of the project Management Board, company or program management needs; prepare for next phase; present project implementation request to the Project Management Board to obtain project authorization. "