The Relationships Among Quality, Risk and Procurement, and HR Management

In addition to the interactions between the facilitating and core planning processes, there are significant relationships among the facilitating planning processes themselves. Specifically, strong logical links exist among project quality management, project risk management, and project procurement management. Again, to improve your context understanding of the facilitating planning processes and to clarify the relationships within the facilitating planning process group, review Table 5.2 for common situations in which these interactions occur.

Table 5.2. Relationships Among Facilitating Planning Processes

Facilitating Process	Relationship Description	Related Facilitating Process(es)
8.1: Quality Planning	Quality management resources need to be reflected in the project organization. The communications plan should reflect QA and QC communications. A detailed risk analysis may be needed if the cost and/or schedule impact to meet a quality standard is high.	9.1: Organizational Planning 10.1: Communications Planning 11.2: Risk Identification
9.2: Staff Acquisition	A decision is made to acquire external staff resources.	12.1: Procurement Planning
9.1: Organizational Planning	The information and communication needs of project stakeholders.	10.1: Communications Planning
11.5: Risk Response Planning	Whenever the risk response strategy is transference, the resulting action usually involves outsourcing either all or part of the project scope and/or obtaining insurance policies.	12.1: Procurement Planning

Although not a project planning scenario, it is worth noting that procurement-based issues can affect project quality management, too. Here are some of those issues:

• Cost of materials

• Contractor (seller) qualifications

• Contractor's (seller's) bid

• Contractor's (seller's) quality policy

• Amount of lead time needed for delivery

• Actual delivery time