Procurement lecture


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  • Managed Services – Its all a load of Balls!Posted on 27/02/2013 by David BonePeople often ask us ‘what do you do’ within the Xoomworks Procurement Managed Servicespractice – so we thought we would show you using our ‘ball theory’.Typically we work for Procurement and Finance teams within global and SME (small/medium) organisations that need to find a way to balance the needs of their business user community and the constraints of the procurement software they are using. Some of the big software player here are Ariba, Coupa & SAP.Some of operations (balls to you and me!) will be run internally (often by Level 1 Support Teams) but often some or all of the support and development (Level 2′s and 3′s) of the software will be provided by an MSP (Managed Service Provider) like us . As you can imagine the management of who is doing what and how they interact with each other is often at the heart of the success (or failure) of this part of your business. Managed Service Leaders often have a difficult “juggling” act of what to keep ‘in-house’ and what can be better serviced by engaging a specialist MSP.Going back to the original question of ‘what we do’ – well its simple – we can help provide specialist Procurement Managed Services skills to help keep your balls perfectly aligned, up in the air (so to speak) and at times working in perfect flow with each other.Through our years of procurement support experience (and clients that have stayed with us and given us fantastic feedback) we like to feel that when you introduce the Xoomworks MS team into the equation we will help bring real ‘governance’, ‘management’ and ‘ITIL core practice’ to your operation and often introduce new levels of additional value that weren’t there before – think of it as a specialist pair of hands that will help keep ‘the balls’ circulating in a way that will allow you:‘Free hands’ for your teams to work on your core businessSecurity that a dedicated and expert team are servicing your ballsHopefully this has been a useful introduction and an opportunity for us to share links to our Xoomworks website. Over the coming weeks we will begin to share more detailed comments on all things #procurement #managedservices and #balls. In the meantime if you have friendly questions for us or ideas on what we could provide to you to make your lives easier then please do let us know.This entry was posted in Managed Services. Bookmark the permalink.
  • ProcurementANSA-EAP anchors the capacity development for citizens’ groups who are engaged in advocating for and monitoring the outcome of procurement reforms. This is line with its objective of establishing a sub-network of procurement monitoring practitioners in the East Asia and Pacific region.  In the Open Doors 2009 Regional Forum on Procurement Monitoring in Hong Kong, ANSA-EAP spearheaded the setting up of groups that will pursue social accountability (SAc) in the area of public procurement. In advancing this agenda, however, it is important to recognize the nascent stage of citizen groups’ efforts to develop their knowledge and skills in procurement monitoring, particularly from a social accountability perspective. In many countries, procurement monitoring would not be immediately doable. A strong advocacy and support to facilitate the emergence of a pool of practitioners that could eventually evolve into a resource group of experts on procurement would be strategic. ANSA-EAP’s approach to network formation has two levels: a country-level network grouping (ordinarily called conveners’ group) and a regional resource pool. They will provide the impetus to promote procurement monitoring practices among SAc partners. ANSA-EAP aims to anchor them and help develop their capacity to address social accountability issues in procurement based on their expressed needs and their particular country conditions. This is expected to create a critical mass of experienced and qualified procurement practitioners and experts in the region, which will accelerate constituency building for social accountability in the field of public procurement.  SITUATIONPublic procurement is considered an important governance matter because it accounts for approximately one-fifth of national expenditures in the Asia Pacific region. It stirs much public concern because huge amounts of government resources are at stake. Not many are familiar with the regulations and processes governing public procurement, though. When abuses or corruption in procurement transactions occur, ordinary people could only shake their head and probably feel helpless. They would not instantly know what they could do to rectify the mistake and exact accountability for it, or how they could have helped prevent it.This situation is generally true in many countries in the region despite various procurement reform efforts. There had been significant accomplishments, for instance, in establishing the regulatory frameworks. Three of the priority countries of ANSA-EAP, namely Mongolia, Indonesia, and the Philippines, all have successfully passed a procurement law, though at varying degrees of application, while Cambodia has yet to consolidate its many procurement decrees and sub-decrees.In whichever form or phase, these regulations remain opaque and complex to the citizenry. Except for the Philippines, they likewise do not contemplate citizens’ direct involvement in such task of regulating the procurement processes and outcomes. Public procurement is still largely the domain of government bureaucrats and technocrats. Even in the Philippines where the law mandates citizens’ involvement in the process, there is still some reluctance from government to open it up to citizens’ monitoring. It is perhaps due to the citizens’ perceived lack of competence to handle procurement technicalities, or to fear of being scrutinized and reported for wrongdoings. The growing public concern and interest in procurement, especially as a process that affects service delivery, presents opportunities and challenges to improve governance. It presents opportunities to enhance the effectiveness of procurement practices through additional controls and safeguards that third-party citizen monitoring could provide. At the same time, it challenges the government to simplify and demystify the procurement process, and offer more venues to facilitate citizens’ learning and engagement in such process.ANSA-EAP formulates its agenda of building a community of procurement practitioners in the region in response to these opportunities and challenges. It shall harness (a) available monitoring tools that different citizens groups had already tested in their own countries, and (b) existing, active practitioners that will eventually lead the envisioned country and regional communities. OBJECTIVESThe procurement sub-network agenda of ANSA-EAP aims to:1.    Establish citizen groups as a credible and organized voice in key in-country issues on public procurement.2.    Initiate an inter-country program to capacitate procurement practitioners in the citizen sector.3.    Set up country and inter-country efforts to assess the adaptation of transparency and social accountability measures in public procurement.PROGRAMSIn-country ANSA-EAP nurtures country programs based on local needs and interests. It taps a network of interested organizations to discuss, prepare, and implement the program. The program consists of reviewing the policy, strengthening the coalition and its influence, and planning for its sustainability inthe four priority countries of  Cambodia, Indonesia, Mongolia, and the Philippines.Inter-CountryANSA-EAP bridges the differences in knowledge, skills and experiences in public procurement monitoring of various countries in the region. This, in the process, enhances each country’s programs and paves the way for the formation of a pool of country and regional expert practitioners on procurement monitoring. Four inter-country programs shall be undertaken, namely research fellowship, scorecard, regional forum, and network coordination.The Research Fellowship addresses the need to build rigorous knowledge around regional experience in citizens’ monitoring of public procurement. The research must be a comparative study of the experience of at least two countries in the region, one of which should be a priority country of the ANSA-EAP. Four research fellows of different nationalities will be selected through a competitive process. They will be provided with stipends and allowances to cover all of their research expenses, including travels and accommodations, registration and attendance in forums, books and other writing requirements.    The Scorecard on the Transparency and Social Accountability in Public Procurement aims to set international standards in country performance in public procurement. It shall be administered once a year. The scorecard will be designed to capture (a) policy compliance, (b) the extent to which the public is informed about the procurement transactions of the government, and (c) whether the procurements have actually been assessed to result in concrete improvement in public services. A pool of experts, civil society, sector and community leaders will be gathered to prepare the scorecard. The results will be presented to and validated with the government before it is publicized.    A Regional Forum will be held to take stock of the different countries’ achievements in advancing reforms in public procurement. Also, it will feature new practices and innovations in citizens’ procurement monitoring, and provide venue to lobby for more urgently needed reforms in government procurements. Thirty participants shall be invited in the forum.Procurement Network Coordination is ANSA-EAP’s way to track work progress and, at the same time, foster intense partner relations. A regional network fellow will be assigned to this job. His/her tasks shall consist of the following:- Provide assistance for network building and developing a network coordination system to strengthen the ties and links across country groups so that social accountability is integrated in procurement monitoring work and strategies- Monitor and capture the information about procurement focused activities and profile these initiatives on the country and inter-country levels,- Assist the procurement specialist/consultants in formulating and implementing the region wide agenda on procurement as a social accountability practice- Study, strategize and implement the capacity building platform of the procurement monitoring sub-network of ANSA EAP.The Network Fellow could come from or be rotated to all the country procurement coordinators.
  • Do procurement processes allow Agile software delivery?1 CommentPosted by Shoaib Ahmed on March 26, 2012      3 VotesLonger projects run, higher likelihood of project failure. One of the moves in recent times to reduce complexity in software development is to adopt Agile delivery approaches. The desire to build confidence and leave tangible benefits even if projects are cancelled has provided further impetus to adoption of Agile practices. This approach has delivered good outcomes for teams that work in in-house and product development teams. However, challenge remains in successful adoption Agile practices in contracted deliveries.It is rarely the willingness of the project teams or suppliers that is the barrier, but the way organisations work. A quick review of how most organisations initiate projects will highlight this. In most organisations operational staff will identify areas of improvement. Organisations have processes to provide feedback to management to achieve this. Management then compile business case, which is then reviewed and approved by the organisation. It then moves through the procurement cycle, supplier selected and contracts agreed. These contracts are on the basis of deliverables (outputs in PRINCE2) from the project, rather than benefits.Let us now review the consequence. The project is set up with A, B and C as deliverables. As the project starts, it becomes clear that modifying B will provide far more benefit, even if C is dropped off altogether. In an agile project, the customer is able to provide immediate feedback and the product backlog would be adjusted accordingly. Here the project team consists of suppliers who are under contract to deliver C. They cannot alter the required deliverables. The project team from within the organisation is also not authorised to make this adjustment.As you keep moving up the organisation challenges still remain. Project governance is set up to hold people accountable for the delivery. Benefits are more difficult to quantify than outputs. Therefore the culture is usually to hold people accountable for the outputs. Modifications to business cases are usually treated as acknowledgement of omission, rather than as an evolution of the project.So why this inertia for reviewing the deliverables in order to extract the best benefit? Consider what else the people in charge of procurement acquire for the organisation. For most things they are able to show something tangible – an air conditioning unit, an executive table, a new building. Other things they procure are services that are usually measured in time – 3 weeks of consulting. Software development is somewhere in between. You have time, the deliverable is something abstract and it is difficult to judge whether you got what you had asked for – a lot of grey areas. The people to judge is often not the ones that approve the procurement or control them. Auditing the procurement is therefore difficult terms of benefits. As a result you end up with controls on outputs.In order to successfully embrace Agile delivery practices it is imperative that procurement and auditing methods in the organisation is geared towards measuring benefits, rather than outputs.Related articlesIs Agile for me? (, ITIL, Agile … Can I have the best of All? ( Effective Strategies for Cutting Costs and Improving Organization Performance(“Agile” grows up, readies to take over your whole business ( – Compare Operation and project procurement. Also list and explain the project procurement process.( Human Centric Interpretation Of The Agile Principles ( Your Company Ready for an Agile Process? ( Adoption Success Factors (
  • About us »Our Focus »Documents/ReportsContact UsEnglish »Procurement Strategy and PolicyA combined approach by all stakeholders and partners to all aspects of procurement strategy and policyDevelopment of shared and integrated procurement strategic objectivesA common Procurement Policy for WalesA common approach and shared resources for procurement training and developmentInvestigation of a single strategic lead officer for All Wales procurementA common policy and process for equipment and consumables (including utilities) procurementNICProject Lead: ACO Liz Aitken
  • Procurement lecture

    1. 1. Partly adapted from Video Lessons of Trudy Robinson (source:BSBPmG408A, ( Lecture on
    2. 2. 10/6/2013 PROJECT PURCHASING 2
    3. 3. Objectives • To understand and apply knowledge regarding,  Purchasing  Contract  Project Inputs & Outputs Which need to be managed by a formal procurement process (PMBOK V4 reference-pg 313, Chapter 12) 10/6/2013 3
    4. 4. 10/6/2013 It’s all a load of Balls! 4
    5. 5. Procurement Indices Attainment Fulfillment Contract Appropriation Securing Providing Tender Gaining Acquisition Vendor Buying Purchasing Furnishing Supplier 10/6/2013 5
    6. 6. 10/6/2013 Public Procurement 6
    7. 7. Procurement Project Activities 10/6/2013 7
    8. 8. Procurement (supply, deliver & purchase) 10/6/2013 OUTPUTS to PROJECT INPUTS To PROJECT PROCUREMENT CONTROL 8
    9. 9. 10/6/2013 RESPONDING 9
    10. 10. Project Procurement Management Identifying what you Need to Buy In Clear requirements Who you are going to work with(supplier) 10/6/2013 10
    11. 11. Project Procurement Management Contract Management Process, DIFOT(Delivery In Forlorn Time) Payments 10/6/2013 11
    12. 12. 10/6/2013 PROJECT PROCUREMENT PRACTICE 12
    13. 13. Project Procurement Management PROCESS  Identify procurement requirements(Concept)  Plan procurement(Design)  Conduct & Administer(Implementation)  Close procurements(Finalization) (Referrence: PMBOK pg 317) 10/6/2013 13
    14. 14. Project Procurement Management • CONTRACTS  Agreements  Purchase order  Memorandum of Understanding(MOU)  Sub- contract  Service level agreements 10/6/2013 14
    15. 15. Project Procurement Management CONTRACTS-cont  Terms & Conditions  Clear points of payment  Specific product/service provisions  Schedule  Exclusions  Model-Time & Material 10/6/2013 15
    16. 16. 10/6/2013 TROUBLE SHOOTING 16
    17. 17. Project Procurement Management WIDER PICTURE  Organizational policies • Who decides?  Quality/OHS • Occupational safety & health 10/6/2013 17
    18. 18. Project Procurement Management WIDER PICTURE-cont  Other projects  Legal counsel  Existing commitments 10/6/2013 18
    19. 19. 10/6/2013 Procurement ProcessProcurement Process PROCUREMENT PROCESS 19
    20. 20. Project Procurement Management YOU Will CREATE  Procurement management plan  Procurement statement of work(SOW)- similar to a PD but for the contract; not the individual  Invitation To Tender(ITT)  Request for Information(RFI), request for Proposal(RFP) etc. 10/6/2013 20
    21. 21. Project Procurement Management SELECTION CRITERIA  Clear outline of requirement  Ensure all responses received are in identified format  Think ahead- word the ITT to enable numerical value to be applied to a supplier’s response(simplifies overall analysis) 10/6/2013 21
    22. 22. 10/6/2013 PROJECT CONTRACTING 22
    23. 23. Project Procurement Management • SELECTION CRITERIA-cont. • No duplications or ambiguity in requirements • Provide one point of contact where questions can be asked • Evaluate, compare, choose 10/6/2013 23
    24. 24. 10/6/2013 Boeing’s Procurement Process 24
    25. 25. Project Procurement Management MANAGE  DIFOT  Performance  Adherence of contract  Payment approvals  Change requests/variations 10/6/2013 25
    26. 26. Project Procurement Management • CLOSE  Final review DIFOT Performance  Final payments 10/6/2013 26
    27. 27. Project Procurement Management CLOSE • Input to lessons learned • resources management 10/6/2013 27
    28. 28. 10/6/2013 PROJECT CLOSING 28
    29. 29. Summary Procurement is managing contracts, inputs to the project as well as outputs Influences outside the project will influence (organizational policies..) Identify, Clarify, Invite, evaluate & decide Know your contracts and the clients of each DIFOT ‘FORMAL PROCESS’-stick to it 10/6/2013 29
    30. 30. 10/6/2013 procurement cycle 30
    31. 31. 10/6/2013 31