process for contracts that need it. Assess the achievement of the acquisition goal Unfortunately, when all individual contracts’ goals are reached this does not automatically mean that the acquisition goal is achieved. In this activity of the acquisition completion the acquisition manager has to verify the customer company's business objectives have been met and there are no missing parts in the acquisition that have been overlooked. Decide whether the acquisition is complete Based on the assessment of the contract completions and the achievement of the acquisition goal the decision whether the acquisition is complete is made. This decision is generally made by the acquisition manager together with representatives of all the organizational authorities concerned with the acquisition. When one or more contracts are not completed or the acquisition goal is not reached this decision requires the involvement of the customer company's organizational authorities. Write an acquisition report The acquisition manager has to write an acquisition report. This report's purpose is to record all decisions made during the acquisition process, the level of acquisition completion, and lessons-to-be-learned for future acquisitions. Interesting data to be included in the acquisition report: Real costs and duration versus budget and planning Problems and their solution Risks and an assessment of the used actions and strategies to mitigate them Required expertise Effectiveness of the delivery pans Quality of the suppliers The whole idea behind the extensive acquisition report is that an enterprise can only learn from its faults and experiences when these are well documented available in relevant future situations. Managing Risks and Planning Deliveries ISPL's form of risk management is purely based on heuristics. By describing and analyzing the situation, critical risks can be identified and mitigated by selecting actions and an appropriate strategy. ISPL provides heuristics that link risks and situational factors to mitigating actions and strategies. This chapter is a summary of [3] and also includes information from [4]. Model The process of managing risks and planning deliveries is illustrated in Figure 6. All the different steps in the process are described in detail in the paragraphs below. Service Description The first step of the process is describing the service that is to be procured. It is important to note the differences between a project and an ongoing service. Both types of services are described differently. ISPL provides the user with two separate sets of guidelines Description of ongoing services There are two