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Project procurement Management Chapter 12 Project procurement Management

PROJECT PROCUREMENT MANAGEMENT Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

PROJECT PROCUREMENT MANAGEMENT 12.1 Plan Procurement Management—The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.* 12.2 Conduct Procurements—The process of obtaining seller responses, selecting a seller, and awarding a contract.* 12.3 Control Procurements—The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.* 12.4 Close Procurements—The process of completing each project procurement.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Terminologies Contract. A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.* Agreements. Any document or communication that defines the initial intentions of a project. This can take the form of a contract, memorandum of understanding (MOU), letters of agreement, verbal agreements, email, etc.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Market Structures Monopoly Oligopoly Monopolistic Competition Perfect Competition Sole / Single Source Designating a company contracted, without competition, to be the sole supplier of a product or service.

Monopolistic Competition MARKET STRUCTURE Characteristic Perfect Competition Monopolistic Competition Oligopoly Monopoly Number of firms Type of product Ease of entry Examples of industries Many Identical High Wheat Apples Differentiated Selling DVDs Restaurants Few Identical or differentiated Low Manufacturing computers Manufacturing automobiles One Unique Entry blocked First-class mail delivery Tap water

Seller & Buyer Seller - A provider or supplier of products, services, or results to an organization.* Buyer - The acquirer of products, services, or results for an organization.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

12.1 Plan Procurement Management Project Procurement Management 12.1 Plan Procurement Management

12.1 Plan Procurement Management Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358

Plan Procurement Management : Inputs Project Management Plan Requirements Documentation Risk Register Activity Resource Requirements Project Schedule Activity Cost Estimates Stakeholder Register Enterprise Environmental Factors Organizational Process Assets Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358

Organizational Process Assets The various types of contracts used by the organization will influence this process. Some of the most popular contracts types are: Fixed- Price Contracts Cost-reimbursable Contracts Time and Material Contracts Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358

Fixed Price Contract An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it. Different Types of Fixed Price Contracts: Firm-Fixed-Price Contract (FFP) Fixed Price Incentive Fee Contract (FPIF) Fixed-Price with Economic Price Adjustment Contracts (FP-EPA)

Fixed Price Contract Firm-Fixed-Price Contract (FFP) A type of fixed price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller’s costs.* Fixed Price Incentive Fee Contract (FPIF) A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria.* Fixed-Price with Economic Price Adjustment Contracts (FP-EPA) A fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Cost-reimbursable Contract A type of contract involving payment to the seller for the seller’s actual costs, plus a fee typically representing seller’s profit. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.* Different types of Cost Plus contracts Cost Plus Fixed Fee (CPFF) Cost Plus Incentive Fee (CPIF) Cost Plus Award Fee (CPAF) * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Cost-reimbursable Contract Cost Plus Fixed Fee Contract (CPFF). A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).* Cost Plus Incentive Fee Contract (CPIF). A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Cost-reimbursable Contract Cost Plus Award Fee Contracts (CPAF). A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Time and Material Contracts (T&M) A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts. * Time and material contracts resemble cost-reimbursable type arrangements in that they have no definitive end, because the full value of the arrangement is not defined at the time of the award. * Thus, time and material contracts can grow in contract value as if they were cost-reimbursable type arrangements. * Conversely, time and material arrangements can also resemble fixed-price arrangements. * For example, the unit rates are preset by the buyer and seller, when both parties agree on the rates for the category of senior engineers.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management : T&T Make-or-buy Analysis Expert Judgment Market Research Meetings Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358

Plan Procurement Management : T&T Make-or-buy Analysis The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management : T&T Market Research The process of gathering information at conferences, online reviews, and a variety of sources to identify market capabilities.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management: Outputs Procurement Management Plan Procurement Statement Of Work Procurement Documents Source Selection Criteria Make-or-buy Decisions Change Requests Project Documents Updates Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358

Plan Procurement Management: Outputs Procurement Management Plan A component of the project or program management plan that describes how a project team will acquire goods and services from outside the performing organization.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management: Outputs 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.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management: Outputs Procurement Documents The documents utilized in bid and proposal activities, which include the buyer’s Invitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal, and seller’s responses.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management: Outputs Source Selection Criteria A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Plan Procurement Management: Outputs Make-or-buy Decisions Decisions made regarding the external purchase or internal manufacture of a product.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-2, Page 358 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Project Procurement Management 12.2 Conduct Procurements

12.2 Conduct Procurements Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Conduct Procurements Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371

Conduct Procurements : Inputs Procurement Management Plan Procurement Documents Source Selection Criteria Seller Proposals Project Documents Make-or-buy Decisions Procurement Statement Of Work Organizational Process Assets Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371

Conduct Procurements: T&T Bidder conference Proposal evaluation techniques Independent estimates Expert judgment Advertising Analytical techniques Procurement negotiations Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371

Conduct Procurements: T&T Bidder conference The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also known as contractor conferences, vendor conferences, or pre-bid conferences.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Conduct Procurements: T&T Proposal Evaluation Techniques The process of reviewing proposals provided by suppliers to support contract award decisions.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Conduct Procurements: T&T Independent Estimates A process of using a third party to obtain and analyze information to support prediction of cost, schedule, or other items.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Conduct Procurements: T&T Advertising The process of calling public attention to a project or effort.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Conduct Procurements: T&T Procurement negotiations Procurement negotiations clarify the structure, requirements, and other terms of the purchases so that mutual agreement can be reached prior to signing the contract.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Conduct Procurements: Outputs Selected Sellers Agreements Resource Calendars Change Requests Project Management Plan Updates Project Documents Updates Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371

Conduct Procurements: Outputs Selected Sellers The sellers which have been selected to provide a contracted set of services or products.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 12-4, Page 371 * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Project Procurement Management 12.3 Control Procurements

12.3 Control Procurements Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate. * * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379.

Control Procurements : Inputs Project Management Plan Procurement Documents Agreements Approved Change Requests Work Performance Reports Work Performance Data Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379.

Control Procurements : T&T Contract Change Control System Procurement Performance Reviews Inspections and Audits Performance Reporting Payment Systems Claims Administration Records Management System Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379.

Control Procurements : T&T Contract Change Control System The system used to collect, track, adjudicate, and communicate changes to a contract.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements : T&T Procurement Performance Reviews A structured review of the seller’s progress to deliver project scope and quality, within cost and on schedule, as compared to the contract.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements : T&T Inspections and Audits A process to observe performance of contracted work or a promised product against agreed-upon requirements.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements : T&T Performance Reporting Work performance data and reports supplied by sellers are evaluated against the agreement requirements.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements : T&T Payment Systems The system used to provide and track supplier’s invoices and payments for services and products.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements : T&T Claims Administration The process of processing, adjudicating, and communicating contract claims.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements : T&T Records Management System A specific set of processes, related control functions, and tools that are consolidated and combined to record and retain information about the project.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Control Procurements : Outputs Work Performance Information Change Requests Project Management Plan Updates Project Documents Updates Organizational Process Assets Updates Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-6, Page 379. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Project Procurement Management 12.4 Close Procurements

12.4 Close Procurements Close Procurements is the process of completing each procurement.* * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Close Procurements Administrative activities such as finalizing claims, updating final results and archiving will take place in this process. This process needs to be performed even for early termination of contracts. Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute Inc., 2013, Page 387.

Close Procurements Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-8, Page 386.

Close Procurements: Inputs Project Management Plan Procurement Documents Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-8, Page 386.

Close Procurements: T&T Procurement Audits Procurement Negotiations Records Management System Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-8, Page 386.

Close Procurements: T&T Procurement Audits The review of contracts and contracting processes for completeness, accuracy, and effectiveness.* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-8, Page 386. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Close Procurements: T&T Procurement Negotiations Negotiation Mediation Arbitration Litigation Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-8, Page 386. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Close Procurements: Outputs Closed Procurements Project contracts or other procurement agreements that have been formally acknowledged by the proper authorizing agent as being finalized and signed off.* Organizational Process Assets Updates Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, figure 12-8, Page 386. * These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.

Project procurement Management END OF CHAPTER 12 Project procurement Management