Project Management Checklist(1)

Overview

EPO Template © 2006 Gord Gibben, PMP Version 7.0

Project Management ChecklistProject InformationProject Number Project NameProject PurposeProject Sponsor Sponsoring DepartmentProject Manager Performing Department

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

PMBOK ® Knowledge Area Project Management TopicIntegration

Scope

Time

Cost

Quality

Human Resources

Communications

Risk

Procurement

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.

Obtaining Project ApprovalInitiating the ProjectTracking Project ProgressManaging Issues & ChangesClosing the Project

Planning the ScopePlanning the Work

Planning ActivitiesEstimating ActivitiesDeveloping the ScheduleMonitoring the Schedule

Estimating Project CostsEstablishing the BudgetMonitoring Project Costs

Quality ManagementInspectionsTesting

Human Resource PlanningManaging the Team

Stakeholder IdentificationCommunications PlanningReporting Project Status

Risk IdentificationRisk AssessmentRisk Response Planning

Procurement PlanningEvaluating Bids & ProposalsContract Administration

Integration


Project Management ChecklistQuestion Y/N Explanation EPO Template EPO e-book

Obtaining Project Approval

Cost Benefit Analysis

Cost Benefit Analysis

Initiating the ProjectHas a Project Charter been prepared? Project Charter

Project Charter

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


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


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


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


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


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.



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


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.


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



The Project Charter is the document that formally acknowledges the existence of the project. It may be prepared by the Project Sponsor, the Project Manager, or as a collaborative effort.

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


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


Has the Project Manager been assigned and his/her authority defined?

The Project Manager should be assigned prior to project initiation and his/her authority should be defined and agreed to by the project sponsor.


Integration


Tracking Project ProgressProject Tracking

Project Tracking

Managing Issues & Changes

Closing the Project

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

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

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


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


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 planned tasks 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


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 organization’s project management framework and identify improvements to the framework 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


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



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



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.



Scope



Planning the Scope

Planning the Work

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 must be met for the project to be considered successful.

Project Scope Statement


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 sides.



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.



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


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 the potential magnitude of such a change.



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.



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

Time



Planning Activities

Activity Scheduling

Activity Scheduling

Estimating Activities

Developing the ScheduleActivity Scheduling

Activity Scheduling

Activity Scheduling

Activity Scheduling

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

Activity Plan, Activity Planning View


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

Activity Plan, Activity Sequencing View

Have activity dependencies been established? Dependencies can be mandatory (based on required

completion of deliverables) or discretionary (based on preferred sequence of activities).

Activity Plan, Activity Sequencing View

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.

Activity Plan, Activity Estimating View


Have PERT duration estimating techniques been used?

Using PERT estimating, three duration estimates are prepared for each activity: optimistic (O), pessimistic (P) and most likely (M).



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.



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

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

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.


Have schedule milestones been established?

Schedule milestones (evenly distributed throughout the schedule) are established for status tracking and reporting


Time


Activity Scheduling

Monitoring the Schedule

Has a baseline project schedule been established?

A project baseline provides a foundation for tracking & reporting and managing the effects of change.


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


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.



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



Cost



Estimating Project Costs

Establishing the BudgetProject Budget

Monitoring Project Costs

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


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


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).


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.



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 CostsSchedule Variance (SV) = Earned Value – Planned Value

Earned Value Performance Calculator, Performance Report View, Project Performance Report

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 organization’s cost accounting process

Project Cost Tracking


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



Quality



Quality Management Quality Management

Quality Management

InspectionsInspection Report

TestingTest Case

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

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

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

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 the next 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 application’s response to both good and bad test data


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


Human Resources



Human Resource PlanningHave project roles been defined?

Managing the TeamIs a project kick-off event planned? Team Management

Team Charter Team Development

Team Management

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.



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 resource’s functional manager



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


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


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

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

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 Plan

Team Communications Plan

Communications



Stakeholder Identification

Stakeholder Analysis

Communications Planning

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 stakeholder’s 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 outcomeThe required commitment of each stakeholder is critical to the level of planned communication.

Stakeholder Identification, Stakeholder 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


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.


Has a project stakeholder communications plan been prepared? The Project Stakeholder Communications Plan describes

how communication will be accomplished with each stakeholder.

Stakeholder Communications Plan


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


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


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


Reporting Project Status

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


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


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 and the impact on cost and schedule.

Project Progress Report, Project Status Report


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


Risk



Risk IdentificationRisk Management

Risk Identification

Risk Identification

Risk Assessment

Decision Tree Decision Analysis

Readiness Footprint

Risk Response PlanningRisk Response Plan

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

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

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

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


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.

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 organizational readiness and the corresponding attributes of alternatives under consideration.

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.


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


Has a risk monitoring plan been implemented for high priority risks?

The Risk Monitoring plan describes:• The tracking and control of risks (a continuous process involving 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

Procurement



Procurement Planning

Statement of Work

Evaluating Bids & ProposalsAlternative Selection

Alternative Selection

Contract Administration

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


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.


Has the project team performed a buy vs. build analysis on project deliverables?

Analysis of buy vs. build options is undertaken to determine whether the project team can produce the product/service or if it should be purchased.

Procurement Management Plan


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.

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.

Bid & Proposal Evaluation

Has a Contract Management Plan been prepared for each contract on the project?

Contract administration is the process of managing the contract and the relationship between the buyer and the seller. The Contract Management Plan describes how a specific contract will be administrated during the project

Contract Management Plan


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


Project Management Checklist(1)

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