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Legals
Legals/Information security etc. comes at the end of priority list of most managers, but Project Managers should realise that these are not regular activities, but rather one-time activities and if ignored, can cause irreversible damage or major damage that can only be recovered by spending considerable time, energy, & money later.
Usually organisations will have dedicated Legal team; PM should discuss project details with them at project conception stage, provide them all needed inputs, get their opinion, and then proceed with project planning considering legal aspects (constraints due to legal aspects, tentative contract signing dates with suppliers/customers/vendors/external entities, important legal clauses that would impact cost/schedule directly etc.)
Quality assurance
Quality criteria are set by organisation's QA team, customer's requirements, and/or by industry wide standards pertaining to field of project. Usually before customer's acceptance, organisation's QA team would review/assess project's deliverables. A rework may be needed based on QA reports, leading to impact on cost and schedule. To avoid this impact, PM should make team members aware of quality criteria (usually documented in project plan or project repository) at the time of project initiation. Having internal audits is very useful in ensuring less rework during quality audits and customer acceptance.
Note that Quality can never be made up, it has to be "ingrained" into project's work culture and processses !
Process management
In QA, we talked about assessment of project deliverables. Key to good quality deliverables is to follow good (and relevant) processes. Good processes are those which are build and reviewed regularly (based on experiences/data gathered from past projects). The method to control Quality coordinate is then straight forward: "decide relevant and matured processes before project initiation and then make sure these processes are followed during project execution".
Reporting (both in & out and all directions)
Though the work is being done, without being it reported, the status quo remains the same. In Responsibility management, we talked about roles and responsibilities. These roles and responsibilities are to be designed in such a way that proper reporting is in place. Proper reporting will ensure that work progress, problems, obstacles, constraints, risks - in essence both good and bad news - are reported on time.
(Special) Customer management
"Gods are to be obeyed, not to be argued with ", some customers do achieve God like status for some organisations. In such cases, it is needed to give special attention to their requirements, feedback, deliverables etc.
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