Page 340 -

11 - PROJECT RISK MANAGEMENT

Careful and explicit planning enhances the probability of success for other risk management processes. Planning
is also important to provide sufficient resources and time for risk management activities and to establish an agreed-
upon basis for evaluating risks. The Plan Risk Management process should begin when a project is conceived and
should be completed early during project planning.

11.1.1 Plan risk Management: Inputs

11.1.1.1 Project Management Plan

In planning risk management, all approved subsidiary management plans and baselines should be taken into
consideration in order to make the risk management plan consistent with them. The risk management plan is also
a component of the project management plan. The project management plan provides baseline or current state of
risk-affected areas including scope, schedule, and cost.

11.1.1.2 Project charter

Described in Section 4.1.3.1. The project charter can provide various inputs such as high-level risks, high-level
project descriptions, and high-level requirements.

11.1.1.3 Stakeholder register

Described in Section 13.1.3.1. The stakeholder register, which contains all details related to the project’s
stakeholders, provides an overview of their roles.

11.1.1.4 Enterprise Environmental Factors

Described in Section 2.1.5. The enterprise environmental factors that can influence the Plan Risk Management
process include, but are not limited to, risk attitudes, thresholds, and tolerances that describe the degree of risk
that an organization will withstand.

11.1.1.5 organizational Process Assets

Described in Section 2.1.4. The organizational process assets that can influence the Plan Risk Management
process include, but are not limited to:

314 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
®

Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.