A project manager identified a risk on a deliverable completed by a contractor and added it to the risk register. During the last inspection meeting for the deliverable, the project manager notices th

Reviewing procurement performance might be a part of identifying the root cause later, but the immediate problem is the failed risk mitigation, which needs a direct re-evaluation of the risk and its response.

If a mitigation strategy didn't produce expected results, it indicates that either the understanding of the risk's likelihood was inaccurate, or the chosen mitigation itself was ineffective or poorly implemented. Reevaluating both the probability of the risk and the strategy allows for a course correction to develop a more robust and effective response.

Issuing a change request to apply the risk response plan isn't the right next step; the problem is that the existing plan's mitigation failed, so a new or revised plan is needed, which might then lead to a change request if scope or budget is affected.

Auditing the procurement process is a more extensive and later step, typically for systemic issues or after broader project completion; the immediate need is to address the specific failed risk mitigation.