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Appendix 1: “To Manage” Decomposition
1.2.8.1.7 Mitigate risks *

1.2.8.1.7.1 Develop contingency plans for risks

1.2.8.1.7.1.1 High risks are first priority for contingency planning

1.2.8.1.7.1.2 Medium risks are second priority for contingency planning

1.2.8.1.7.1.3 Low risks have last priority for contingency planning

1.2.8.1.7.2 Present contingency plans to senior management
for review and approval

1.2.8.1.7.3 Risk management board monitors risks as the project progresses and advises the project manager

1.2.8.1.7.4 Implement contingency plans as directed

1.2.8.1.7.5 Monitor success of contingency plans

1.2.8.1.8 Validation of the plan

1.2.8.1.8.1 The achievability of schedule

1.2.8.1.8.2 Planned expenditures are compatible with budget

1.2.8.1.8.3 Workforce is necessary and sufficient

1.2.8.1.8.4 Facilities, assets, and equipment are necessary and
sufficient (appropriate)

1.2.8.1.9 Verification of the plan

1.2.8.1.9.1 Schedule meets the objectives

1.2.8.1.9.2 Planned expenditures satisfy the budget and
rate

1.2.8.1.9.3 Workforce is adequately trained and competent

1.2.8.1.9.4 Facilities, assets, and equipment are adequate

1.2.8.1.10 Adjustments

1.2.8.1.10.1 Performance

1.2.8.1.10.2 Organization

1.2.8.1.10.3 Communications

1.2.8.1.10.4 Team building

1.2.8.1.10.5 Direct

1.2.8.1.10.6 Control

1.2.8.1.11 Phases of work stipulated for milestones and reviews
(selected process model)

1.2.8.2 Communications—the activity of conveying information

1.2.8.2.1 Knowledge management

1.2.8.2.1.1 Convert

1.2.8.2.1.2 Identify

1.2.8.2.1.3 Access

1.2.8.2.1.4 Create/capture

1.2.8.2.1.5 Represent

1.2.8.2.1.6 Leverage

* Project Manager’s Portable Handbook, David I. Cleland and Lewis R. Ireland, pp. 339–344.