| Project Procurement
Management |
| Knowledge Areas |
Major Processes desc. |
Primary Inputs |
Tools & Techniques |
Primary Outputs |
| Plan Purchases & Acquisitions |
Determining what to procure and
when (make or buy) |
1. Enterprise Environmental Factors
2. Organizational Process Assets
3. Project scope statement
4. WBS
5. WBS Dictionary
6. Project Management Plan |
1. Make or buy analysis 2.
Expert judgment
3. Contract types |
1. Procurement mgmt plan
2. Contract Statement(s) of Work
3. Make or Buy Decisions
4. Requested Changes
|
| Plan Contracting |
Preparing the
documents needed to support solicitation |
1. Procurement
management plan
2. Contract Statement(s) of work
3. Make or Buy Decisions
4. Project Management Plan |
1. Standard forms
2. Expert judgment |
1. Procurement documents
2. Evaluation criteria 3. Contract Statement of work (updates) |
| Request Seller Responses |
Obtaining quotations, bids, offers, or
proposals (answer questions) |
1. Organizational Process Assets
2. Procurement Management Plan
3. Procurement Documents |
1. Bidder conferences 2. Advertising
3. Develop qualified sellers list |
1. Qualified sellers list 2. Procurement Document Package
3. Proposals |
| Select Sellers |
Involves the receipt of bids or proposals and
the application of evaluation criteria to select a provider |
1. Organizational Process Assets
2. Procurement Management Plan
3. Evaluation Criteria
4. Procurement Document Package
5. Proposals
6. Qualified Sellers List
7. Project Management Plan
|
1. Weighting system
2. Independent estimates
3. Screening system
4. Contract Negotiation 5. Seller Rating System 6. Expert Judgment
7. Proposal Evaluation Techniques
|
1. Selected Sellers 2. Contract
3. Contract Management Plan
4. Resource Availability
5. Procurement Management Plan (Updates)
6. Requested changes |
| Contract Administration |
Ensuring that the seller’s performance meets
contractual requirements |
1. Contract
2. Contract Management Plan 3. Selected Sellers
4. Performance Reports
5. Approved change requests
6. Work Performance information |
1. Contract change control system
2. Buyer conducted performance review
3. Inspections and audits 4. Performance reporting 5.Payment system
6. Claims administration 7. Records management system
8. Information technology |
1. Contract Documentation
2. Requested Changes
3. Recommended Corrective actions 4. Organizational Process assets (Updates)
5. Project Management plan (updates) * Procurement Management Plan * Contract
management plan |
| Contract Closeout |
Product verification and administration
closeout (finish) |
1. Procurement management Plan
2. Contract management plan
3. Contract documentation
4. Contract closure procedure |
1. Procurement audits
2. Records Management System |
1. Closed Contracts 2. Organizational process assets (Updates) |
|
| Project Management Team – Is responsible
to help tailor the contract to the specific needs of the Project. |
| Procurement Processes Repetition - When
the project obtains products and services (project scope) from outside the
performing organization, the processes from solicitation planning (Section
12.2) through contract closeout (Section 12.6) would be performed once for each
product or service item. |
| Costs - Direct costs are costs incurred
for the exclusive benefit of the project (e.g., salaries of full-time project
staff). Indirect costs, also called overhead costs, are costs allocated to the
project by the performing organization as a cost of doing business (e.g.,
salaries of corporate executives). |
| Procurement Documents –
Common names for different types of procurement documents include: Invitation
for Bid (IFB), Request for Proposal (RFP), Request for Quotation (RFQ), tender
notice, Invitation for Negotiation, and Contractor Initial Response.
Procurement documents are rigorous enough to ensure consistent, comparable
responses but flexible enough to allow seller suggestions for better ways to
satisfy the requirements. Seller is allowed to propose alternative solution in
a separate proposal. It has 1. Information for sellers 2. Contract SOW 3.
Proposed terms and conditions of the contract (Legal & Business) |
| Proposal - technical approach, Bid, Tender
and quotation – price |
| Procurement Management Plan – Describes
how procurement will be managed till contract closure. It includes Type Of
contract, who prepares independent estimates, standardized procurement
documents, Constraints and assumptions, identifying seller list etc. |
| Contract SOW – Developed from Scope
Statement, WBS and WBS Dictionary describes procurement item in sufficient
detail to allow prospective sellers to determine if they are capable of
providing it. |
| Contract SOW Types – 1. Performance 2.
Functional 3. Design IT, High-tech, R & D or Projects never done before –
Performance & Functional Construction, Equipment or Purchase - Design |
| Bidder Conferences – Also called, as
Contactor Conferences, Vendor Conferences and Pre-Bid Conferences are meetings
with prospective sellers prior to preparation of bid or proposal, ensures clear
and common understanding of procurement needs. |
| Procurement Document Package – Buyer
prepared formal request sent to each seller and is the basis upon which a
seller prepares a bid for the requested products, service or result. |
Procurement Documents
1. Request For Proposal/Tender (RFP, RFT ) – Requests for Price and
Detailed Proposal
2. Invitation for Bid/Request for Bid (IFB, RFB) – One Price
3. Request for Quotation – Price Quote per item |
| Contract – Subjects covered include
Responsibilities, authorities, law and terms, technical and management
approaches, financing, schedule, payments and price. Contract negotiations
conclude with a document that can be signed by both buyer and seller, that is
contract. The final contract can be a revised offer by the seller or counter
offer by the buyer. |
Select Sellers – Tools &
Techniques
1. Weighting System – Numeric Weight to each criteria,
rating sellers, selection based on total weight
2. Independent Estimates – called “Should-Cost” ,
prepared by procuring organization.
3. Screening System – Establish minimum performance
requirement for one or more criteria and use 1 & 2 methods Contract
4. Negotiation – Project Manager may not be the lead
negotiator, PM team may be present during negotiations for providing any
clarification of project’s technical and management requirements.
5. Seller Rating Systems
6. Expert Judgment
7. Proposal Evaluations techniques – Use some Expert
judgment and evaluation criteria to rate and score proposals. |
| Contract Management Plan
– Lists documentation, delivery and performance requirements that the buyer and
seller must meet. The plan covers the contract administration activities
throughout the life of the contract. Part of PMP. |
| Contract Administration
– Ensures the seller meets the performance requirements of the contract.
Because of legal considerations many organizations treat contract
administration as a separate administrative function from the project
organization. Contract administration includes application of the appropriate
project management processes to the contractual relationships(s) and
integration of the outputs from these processes into overall management of the
project. |
| Payment System – Usually handled by
accounts payable system of the buyer. It includes reviews & approvals by PM
team. |
|
Claims Administration – Contested Charges (claims, Disputes or
appeals) are those where buyer and seller cannot agree. If both parties do not
resolve a claim it is handled according to the resolution procedures
established in the contract. Contract clauses can involve arbitration or
litigation and can be invoked prior or after contract closure.
|
| Records Management System
– Set of procedures and automation tools that are consolidated as part of PMIS
to manage contract documentation and records. |
Organization Process Assets
(After Contract Administration) –
1. Correspondence – In addition to documentation, it is a record of all the
written and oral communication.
2. Payment Schedules and Requests
3. Seller Performance evaluation documentation |
| PMP updates –
Procurement Management Plan and Contract Management Plan. |
| Procurement Audit – Review of
procurement processes from Plan purchases to Contract administration. Aims to
identify successes and failures. |
| Contract administration also has a
financial management component. Payment terms should be defined within the
contract and must involve a specific linkage between seller progress made and
seller compensation paid. |
| Contract closeout is similar to
administrative closure in that it involves both product verification (Was
all work completed correctly and satisfactorily?) |
| Administrative closeout (updating of
records to reflect final results and archiving of such information for future
use). |
| Contract file. A complete set of
indexed records should be prepared for inclusion with the final project records |
| Administrative Closure (Internal)—generating,
gathering, and disseminating information to formalize a phase or project
completion |
| Contract Closeout—completion and
settlement of the contract, including resolution of any open items. (External ) |
| Project Procurement Management - the
processes required to acquire goods and services from outside the performing
organization. |
| Make or Buy Decision – it is
generally better to do the work yourself if using an outside company means you
have to turn over highly confidential proprietary data to other company. |
| Contract Types and Risk |
1. Fixed Price 2. Cost-Reimbursable 3.Time & Material |
| Cost Plus Percentage of Cost (CPPC) |
No valid for federal contracts |
| Cost Plus Fixed Fee (CPFF) |
Used for research and development contracts (which
generally have low level of detail in the scope); fixed fee can change if there
is a change to the contract (usually through change orders). The risk rests
with the buyer. This is the most common cost reimbursable contract. |
| Cost Plus Incentive Fee CPIF) |
Buyer and seller share in savings based on predetermined %s; long performance
periods and substantial development and test requirements (incentive to the
vendor to perform on or ahead of time) |
| Fixed Price Plus Incentive Fee (FPI) |
High-value projects involving long performance periods |
| Firm Fixed Price (FFP) |
Reasonably definite specifications (e.g. SOW). Shift risk to seller. Good when
deliverable is not a core competency. Fixed Price (FP) is the most common type
of contract in the world. |
| Time & Material (T&M) |
Good if the buyer wants to be in full control and/or the scope is unclear/not
detailed or work has to start quickly. Profit factor into the hourly rate. |
| Fixed Price Award Fee |
“bonus” to the seller based on performance (e.g. 100K + 10K for every
designated incremental quality level reached. |
| Fixed Price Economic Price Adjustment (FPEPA) |
Allow Price increase if the contract is for multiple years |
| Purchase Order |
A form of contract that is normally unilateral and used for simple commodity
purchases. It is simplest type of fixed price contract and is usually
unilateral(Signed by one party instead of bilateral) |
| Contract type Vs Risk |
FP – FPIF – FPAF – FPEPA – T&M – CPIF – CPAF – CPFF - CPPC
Fixed Price – T&M - Cost Reimbursable
Buyer’s risk from low to high
Seller’s risk from high to low |
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| Elements of a Contract |
| Offer |
Assent to certain terms by both parties |
| Acceptance |
Agreement, written or spoken |
| Consideration |
Something of value |
| Legal Capacity |
Able to contract |
| Legal Purpose |
No violation of public policy |
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