- to purchase or acquire products, services or results needed from outside the proj. team.
- controlling any contract issued by an outside org.
- administering contractual obligations
12.1 Plan Procurement Management
- documenting proj. procurement decisions, specifying the approach, and identifying potential sellers
- determine whether to acquire outside support, what to acquire, how to acquire, how much is need and when to acquire.
- inputs:-
- project management plan
- project scope statement
- WBS
- WBS dictionary
- requirements documentation(5.2)
- risk register(11.2)
- activity resource requirements(6.4)
- project schedule(6.6)
- activity cost estimates(7.2)
- stakeholder register(13.1)
- EEF
- OPA
- fixed price contracts
- firm fixed price contracts(FFP) - price for goods is set at the outset and not subject to change unless the scope of work changes
- fixed price incentive fee contracts(FPIF) - with financial incentives tied to achieving agreed upon metrics. with a ceiling is set.
- fixed price with economic price adjustment contracts(FP-EPA) - period spans a considerable period of years, long term relationships. special provision allowing final adjustments to the contract price due to changed conditions. eg, inflation changes.
- cost-reimbursable contracts - scope of work cannot precisely defined at start, high risk
- cost plus fixed fee contracts(CPFF) - fixed fee payment
- cost plus incentive fee contracts(CPIF) - predetermined incentive fee based upon achieving certain performance obj.
- cost plus award fee contracts(CPAF) - fee earned based on satisfaction of certain broad subjective performance criteria defined.
- time and material contracts(T&M) - often used for staff augmentation, acquisition of experts when precise work cannot be quickly prescribed.
- tools and techniques:-
- make or buy analysis
- whether particular work can accomplished by proj. team or purchased outside.
- budget constraints influence decisions
- consider direct and indirect cost.
- expert judgement
- market research - identify market capabilities
- meetings
- outputs:-
- procurement management plan
- procurement statement of work
- describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services or results
- procurement documents
- solicit proposals from prospective sellers (request for information-RFI, invitation for bid-IFB, request for proposal-RFP, request for quotation-RFQ, tender notice, invitation for negotiation, invitation for seller's initial response.)
- source selection criteria- criteria developed and used to rate or score seller proposals,can be objective or subjective
- make or buy decisions
- change request
- project docs updates
12.2 Conduct Procurements
- obtaining seller responses, selecting a seller and awarding a contract
- weighting system
- inputs:-
- procurement management plan
- procurement documents
- source selection criteria
- seller proposals
- project documents
- make or buy decisions
- procurement statement of work
- OPA
- tools and techniques:-
- bidder conferences - contractor/vendor conferences, ensure all prospective sellers have a clear and common understanding of procurement requirements and no bidders receive preferential treatment.
- proposal evaluation techniques
- independent estimates- estimate of cost prepared by outside professional estimator
- expert judgement
- advertising - government jurisdictions
- analytical techniques- past performance information
- procurement negotiations
- outputs:-
- selected sellers
- agreements- a contract is a mutual binding legal agreement that obligates the seller to provide specified product, services or result and obligates to the buyer to compensate the seller.
- resource calendars
- change request(4.5)
- project management plan updates
- project documents updates
12.3 Control Procurements
- managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate.
- contract administration as an administrative function separate from proj. procurement administrator maybe on the proj. team.
- inputs:-
- project management plan(4.2)
- procurement documents(12.1)
- agreements(12.2)
- approved change request
- work performance reports(4.4)
- work performance data(4.3)
- tools and techniques:-
- contract change control system
- procurement performance reviews
- inspection and audits
- performance reporting
- payment systems
- claims administration
- requested changes when buyer and seller cannot reach an agreement on compensation for the change or cannot agree that a change occurred. claims, disputes or appeals. claims and disputes through negotiation is preferred method.
- records management system
- manage contract and procurement documentation and records
- outputs:-
- work performance information
- change requests
- project management plan updates
- procurement management plan
- schedule baseline
- cost baseline
- project documents updates
- OPA
- correspondence
- payment schedule and requests
- seller performance evaluation documentation
12.4 Close Procurements
- completing each procurement
- documents agreements and related documentation for future reference
- finalizing open claims, updating records to reflect final results and archiving such information for future use
- inputs:-
- project management plan
- procurement documents
- tools and techniques:-
- procurement audits - identify successes and failures
- procurement negotiations
- records management system
- outputs:-
- closed procurement- formal written notice by buyer
- OPA
- procurement file
- deliverable acceptance
- lessons learned documentation
Reference: PMI PMBOK 5th Edition
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