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PROJ 598 Contract and Procurement
Management Course Project
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Course Project
Course Project Overview | Part I (PP1) | Part II (PP2) | Part III (PP3)
Course Project Overview
The course project for PM598 consists of three parts, which provide
familiarization to processes associated with contract and procurement
management.
Part 1 (PP1) of the Course Project focuses on the first section of the
RFP and entails selecting one of the three RFP procurement cases listed
under the PP1 section and using the PP1&2 - Course Project RFP
template document in the Doc Sharing area to develop information to
support section one of the RFP. Part 1 (PP2) of the Course Project
entails completing the remaining sections of the RFP by developing a
comprehensive document that could be submitted to a vendor. Part 3
(PP3) covers all of the TCOs but touches mainly upon textbook
Chapters 9 through 12. You will be required to identify an opportunity
throughhttps://www.Fbo.govand follow the instructions, which are
located in the Doc Sharing section.
This three-part project provides an overview of the processes and
material that are used to develop a RFP as well as address relevant
questions that could result from contract and procurement management.
The points assigned to each part of the Course Project are listed below:
Course Project Assignment
Due

Points
Part I (PP1) - RFP Section 1
Week 2
40
Part II (PP2) - Complete RFP
Week 4
125
Part III (PP3) - Formal Proposal Submission
Week 6
125
Total
290
Part I (PP1)
Assignment: Select one of the three RFP procurement cases listed below
(A New Practice Field, An Environment Impact Study, and an Inventory
Control System) for your Course Project. Use the RFP template located
in the Doc Sharing area to complete the cover page and the following
sections of the RFP (1.1, 1.2, 1.3, and 1.4).
Resources: Obviously, Chapters 1 through 6 of the text would serve as a
starting point. Please be advised that considerable relevant material is
also available on the Internet, so you might want to conduct a search for
some materials that may yield insights into the RFP development
process. Download and use the RFP template from the Doc Sharing
area.
Procedures and Deadline: All project issues should be directed in the Q
& A Forum or addressed in class. The PP1 RFP should be prepared in
a MS Word format suitable for electronic transmission. Any resources
used beyond the textbook need to be cited in your document, including
links to relevant websites. Be sure to include footnotes and
bibliography.
Submission Details: All PP1 documents must be submitted no later than
the end of Week 2. There will be a penalty for late submissions. Submit a
soft copy of your RFP in the Dropbox created for this purpose.
Clarification on Assignment: All questions of a clarification nature
should be asked in the weekly Q & A Forum discussion topic.

Grading: Eighty percent of points will be for content (including proper
use of the English language) and 20percent of points will be based
following the instructions for the assignment.
RFP Content:
Your RFP should utilize the best practices of the Pre-award Phase that
apply to your project. You must choose the type of contract that you feel
is most appropriate for this procurement. I will set the length limit at
three double-spaced pages (12-point font) for the main body of the RFP
(sections 1.1 – 1.4). (Please do not feel obligated to reach that limit.) All
other section content should be noted as to-be-determined (tbd).
The first page of your overall submission must be a cover sheet that
contains the project title (hopefully, not “PP1” or anything like that—be
inventive), your name, your e-mail address, and course identifying
information (e.g., “PM598 for this term” will suffice—obviously, use the
correct term identifier). The second page will be a Table of Contents
(TOC) listing the major RFP sections together with page numbers.
Include on this page a listing of the references that you used in the RFP
preparation, including websites, if any. The next one-to-three pages
constitutes the main body of the RFP. Appendix B contains a list of
suppliers to whom you would send the RFP. These must be real bona
fide contractors—not hypothetical ones. On that page, say how you
chose these potential suppliers. The cover sheet, TOC/references page,
and supplier list do not count toward the three-page limitation.
RFP Procurement Cases
Select one of the following RFP procurement cases to develop your PP1
RFP:
A New Practice Field
You own a semipro baseball team (in the location of your choice) and
you want to construct a new practice field. You own the land already
(20 acres). The land is relatively flat and it has only a few dilapidated
structures (barns) and trees on it. Connecting up with existing water
and sewer lines would present no unusual technical problems. It is now
September, and you would love to have that field ready to go by March
two years hence. Your vision would include the playing field, a small
clubhouse, and a parking area that would hold about 50 cars. No

spectator seating would be required. The decision to go with one
general contractor has already been made.
An Environmental Impact Study
You are a general contractor wishing to put up a modest sized cement
production plant on the outskirts of town. The plant would operate on
only one 10-hour shift per day and would produce about 400 cubic
yards of output per day for six days per week. It is necessary for an
environmental impact study to be undertaken before the county can
issue a permit. The biggest issue is, of course, the air quality
implications of cement production, but potential impacts on water
quality are of concern as well. It is now October, and you want to start
building the plant by the end of next summer, if at all possible. It is now
time to issue an RFP to procure an environmental impact analysis.
Studies of this type normally require about three months of concerted
effort by a team of analysts.
An Inventory Control System
You sell seeds from a catalog, and business has been blossoming.
However, your inventory tracking system is inadequate. In high season,
supply outages have been frequent, and customer complaints over
delays have been increasing. You fear that your business will die on the
vine unless something is done to improve things. You want to hire a
management consultant to design a new inventory tracking system. This
kind of work normally requires about six months worth of effort. It is
now May. You need to issue an RFP for this work. The procurement will
be for the design stage only—implementation may or may not be
handled under a separate contract at a later date.
Deadline: PP1 is due by the end of Week 2.
Submit your PP1 assignment to the Week 2 Dropbox.
Scoring
Cover Page & Table of Content
3
RFP Section 1.1
8
RFP Section 1.2
8

RFP Section 1.3
8
RFP Section 1.4
8
Document Organization
5
Total Points
40
Part II (PP2)
Assignment: Project Part 2 (PP2) entails completing the remaining
sections of the Request for Proposal (RFP) that was selected and
prepared for Project Part 1 (PP1).
Background: The project directly addresses TCO E and covers material
in Chapters 1 through 8 of the text. These chapters develop the
procurement process up to the point of issuing the RFP. The remaining
chapters of the book consider procurement activities undertaken
subsequent to this milestone RFP event. Part 3 (PP3) will deal with
material from a wider range of the Garrett text.
Terminal Course Objectives (TCOs): The following TCOs are addressed
in the PP2 assignment:
TCO A: Given a project situation, discuss and document the six phases
of the procurement cycle and the impact each procurement has on the
overall project.
TCO B: Given a project situation, analyze the factors that are important
when qualifying and selecting suppliers for a project requirement.
TCO C: Given a project situation for a major contract, examine the key
factors, including risk factors, that affect buyer and supplier decisions
concerning contract pricing and the selection of the proper contract
type.
TCO D: Given a procurement situation for a major contract, analyze
the application of e-procurement and other types of supplier bidding
models available.
TCO E: Given a situation to solicit a bid proposal, evaluate technical,
management, commercial, and ethical requirements, and then prepare a
Request for Proposal (RFP).

Resources: Obviously, Chapters 1 through 8 of the text would serve as a
starting point. Please be advised that considerable relevant material is
also available on the Internet, so you might want to conduct a search for
materials that may yield insights into the RFP development process. Use
the RFP template from your PP1 assignment, which was downloaded
from the Doc Sharing area.
Procedures and Deadline: All project issues should be directed in the Q
& A Forum or addressed in class. The PP2 RFP should be prepared in
a MS Word format suitable for electronic transmission. Any resources
used beyond the textbook need to be cited in your document—including
links to relevant websites. Be sure to include footnotes and
bibliography.
Submission Details: All PP2 documents must be submitted no later than
the end of Week 4. Submit a copy of your RFP in the Dropbox created
for this purpose.
Clarification on Assignment: All questions of a clarification nature
should be asked in the weekly Q & A Forum discussion topic.
Grading: Eighty percent of points will be for content (including proper
use of the English language) and 20 percent of the points will be based
following the instructions for the assignment.
RFP Content:
Your RFP should utilize the best practices of the pre-award phase that
apply to your project. You must choose the type of contract that you feel
is most appropriate for this procurement. I will set the length limit at 10
double-spaced pages (12-point font) for the main body of the RFP.
(Please do not feel obligated to reach that limit.) You may attach
additional appendices if you wish, but these must be limited to clarifying
material that has been borrowed from elsewhere or developed as an
exhibit.
The first page of your overall submission must be a cover sheet that
contains the project title (hopefully, not “PP2” or anything like it—be
inventive), your name, your e-mail address, and course identifying
information (e.g., “PM598 for this term” will suffice—obviously, use the
correct term identifier). The second page will be a Table of Contents
(TOC) listing the major RFP sections together with page numbers.

Include on this page a listing of the references that you used in the RFP
preparation, including websites, if any. The next 1-to-10 pages
constitute the main body of the RFP. Appendix B contains a list of
suppliers to whom you would send the RFP. These must be real bona
fide contractors—not hypothetical ones. On that page, say how you
chose these potential suppliers. The cover sheet, TOC/references page,
and supplier list do not count toward the 10-page limitation.
The structure should, therefore be:
Cover sheet (one page) Table of contents and references (one page)
RFP main body (no more than 10 pages) Appendices (no page limit)
Appendix B: Supplier list (one page)
Scoring:
Cover Page
10
Table of Content and References
15
RFP Main Body Section 1&2
20
20
20
Appendix A & B
20
Document Organization
20
Total Points
125
Part III (PP3)
Assignment: PP1 and PP2 were designed to highlight TCOs A, B, C, D,
and E. In terms of textbook coverage, PP1 dealt with material in
Chapters 1 through 8. In contrast, PP3 covers all of the TCOs but
touches mainly upon textbook Chapters 9 through 12. You will be

required to identify an opportunity throughhttps://www.Fbo.gov and
follow the instructions which are located in the Doc Sharing section.
This project is to be prepared and submitted in accordance with the
guidelines presented below.
Submission Details:
Please submit your PP3 document to the Week 6 Dropbox. Instructions
could be found in the PP3 – Formal Proposal Submission in the Doc
Sharing section.
Clarification Issues: As a service to everyone in the class, all questions
of a clarification nature should be posted in the weekly Q & A Forum
during the week in which your question arises.
Grading: see scoring grid below.
Scoring:
Cover Page
5
Technical Approach
35
Personnel quals and management approach
35
Past performance and teaming agreements
25
Capabilities and format
25
Total Points
125
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PROJ 598 Week 3 Quiz

Question :
(TCO A) What are the four common actions that winning organizations
are taking to build successful partnerships?
Unleashing corporate buying & selling power; changing buying &
selling processes; developing an integrated supply chain; learning and
applying the best practices & e-tools from industry leaders
Unleashing corporate buying & selling power; developing new buying
& selling processes; communication; e-commerce
Communication; improved pricing; unleashing corporate buying &
selling power; applying best practices
Communication; e-commerce; applying best practices; developing new
buying & selling processes
None of the above
2.
Question :
(TCO A) Which of the following common actions used by winning
companies to build successful partnerships would involve strategic
sourcing agreements, back-sourcing arrangements, joint-equity
partnerships, preferred supplier agreements, and customer agreements?
Changing buying and selling processes
Developing an integrated supply chain
Unleashing corporate buying and selling power
Learning and applying the best practices and e-tools from industry
leaders
None of the above
3.
Question :
(TCO B) What are some of the best practices for building trust?
Listening to the customer

Be accessible
Develop a risk management plan
Document and share best practices
All of the above
4.
Question :
(TCO A) Describe and explain the six steps in the contract management
process for the buyer. Make sure to define each of the three phases of
the process.X
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PROJ 598 Week 5 Negotiation Exercise
Write a three- to five-page paper about any negotiation that you have
been involved in. For this assignment, discuss a negotiation that did not
result in the best possible solution for all parties. This negotiation can
relate to a work experience, a family or friend experience, or any other
experience where you were an active member of a negotiation.
Discuss how the negotiation experience actually happened, then
consider the negotiating techniques that you have learned about in the
past 4 weeks of class, and then offer an explanation of how you could
have conducted the negotiation better. Explain where your new learning
from the course might have been helpful in this previous negotiation.
Deliverable: A three- to five-page paper outlining your response to the
above assignment
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PROJ 598 Week 5 The Award Phase You
Decide
Week 5: The Award Phase - You Decide
Scenario
Scenario Summary
You are Chris and Pat Smith, entrepreneurs with five years of
experience investing in small businesses. Eighteen months ago you
decided to invest in a catering venture with two chefs, J. P. Martin and
L. L. Miller, who have culinary science degrees and five years of work
experience, which includes winning a prestigious prize in a gourmet
food competition. Following some extended discussions, the four of you
decided to set up a business catering to parties and weddings under the
name of At Your Service.
The arrangement between you was quite informal. Essentially you put
up $25,000 and the chefs put up $10,000 in capital to get the operation
started. You were to manage the advertising, and the bookkeeping. The
chefs' contribution was to set up the kitchen and menus, cook, hire staff,
and be on site to supervise all catering jobs. The agreement between you
was that the profits would be split 50-50 after clearing fixed expenses.
Although the first few months were difficult and At Your Service had to
use some of the investment reserves to cover monthly expenses, a good
newspaper review produced a spurt of business in the third month when
the company not only covered fixed costs, but distributed a profit of
$250 to each owner. Throughout the first year, you continued to make a
little money, or lose a little every month, but the company has been

steadily losing money in the second year and has had to use reserves in
order to keep in business.
You think the problem is that the chefs do not know how to manage a
business. As soon as the business seemed to be breaking even last year,
you noticed that they changed menus, offering more elaborate dishes
with more expensive ingredients without increasing prices. These dishes
cost too much and take too much time to prepare, limiting their
availability to take on more jobs.
The lack of profits forced you to take a more active role in the
management of the company. Although you told the chefs to raise prices,
they approved the new seasonal menus with the same elaborate dishes
and the same low prices. You found out before the menus were printed
and raised the prices by 10%. You have also put them on a strict
ingredients budget.
Of course, all of this has not pleased them, but the $35,000 investment is
rapidly disappearing. You are down to $15,000 in working capital, and
you and your partner have no more money to put into the business. You
are quite sure that Martin and Miller have no more money either.
Last week, you all briefly discussed dissolving the business. You are
very interested in doing so; you find it hard to believe you had such bad
business judgment to form a partnership with two chefs. It is possible
that with higher prices and more discipline on their part profitability
will improve, although you doubt that your relationship will.
Alternatively, profitability may not improve and you will have to use the
last of the reserves to terminate the leases on the space, the van, and the
kitchen equipment.
The issues that have to be resolved are as follows:
How you will split the $15,000 left in the investment. How to handle the
lease on the kitchen space, which has 18 months more to run. How to
handle the lease on the van, which has 18 months more to run. How to
handle the lease on the kitchen equipment, which as six months more to
run.
There are a variety of options for distributing the remaining capital.
You take the remaining capital giving the chefs nothing; you take
$12,000 leaving $3,000 for the chefs; you take $10,000 and they take

$5,000; you split the capital evenly; you take $5,000 and they take
$10,000, you take $3,000 and they take $12,000; you leave all the
remaining capital for them. You need to recoup as much as your
investment possible to open an alternative venture. You recently began
to look at the possibility of opening a flower shop, although you have
not yet done extensive planning for it. To do so you need capital. You
also do not think that the chefs deserve the capital because they caused
the business to fail.
You also need to rent space for this new venture, and you were thinking
that you might take over the lease on the store front space that you
rented for the catering business. The only problem is the kitchen, which
you really do not need and don't want to have to pay a premium price
for. Your options are to promise the chefs that you will make the
storefront lease payments; to have the lease amended to be in your
names only (which would cost about $500); terminate the lease and pay
the $1,000 penalty; have the lease amended to remove your names
(same $500 cost); accept the chefs' promise to pay the lease. All in all,
you think it is better to leave the lease alone and just promise the chefs
that you pay it rather than pay the fee for changing the names on the
lease, terminating it, or paying the fee to assign it to them. You are
concerned that if they took over the lease and then later could not make
payments, you would still be responsible.
You could certainly use the van leased for the catering service for flower
deliveries. Your options for the van are similar to those for the
storefront space. You could promise the chefs that you will make the van
payments, have the van lease amended to be in your names only (which
would cost about $500); terminate the lease and pay the $1,000 penalty,
have the lease amended to remove your names (same $500 cost); accept
the chefs' promise to pay the van lease. You are concerned that if the
chefs took over the lease and then later could not make the payments
you would be liable. Your first preference is to promise the chefs that
you will make the payments. If necessary, you are willing to make the
$500 payment to take their names off the lease. You have the same
concern about the van lease as you do with the storefront lease, if you
turn it over to the chefs before the end of the term of the lease, you will

still be responsible for payments they do not make. Your preference is to
take the van's lease over yourselves.
You have no use for the high quality cooking equipment that was leased
for the catering business. You have a similar set of options for the
kitchen equipment as you have for the storefront and van. You assume
the chefs will continue in the cooking business and can use the
equipment. It would be all right with you if they took over the lease. You
understand there is no charge to remove your names from the lease
agreement. However, you think the best all-around solution is to
terminate the lease for the kitchen equipment.
Your Role/Assignment
You are to meet with the chefs for 30 minutes to try to dissolve the
partnership. The table on the next page summarizes your preferences on
the options for each issue in terms of points. Your goal is to negotiate an
agreement worth as many points as possible. To reach an agreement
with the chefs, you must gain at least 100 points.
Issue
Option
Value to the Entrepreneurs
Type
$15,000 the entrepreneurs $ 0 the chefs
85
$12,000 the entrepreneurs $ 3,000 the chefs
75
$10,000 the entrepreneurs $ 5,000 the chefs
45
$ 7,500 the entrepreneurs $ 7,500 the chefs
20
$ 5,000 the entrepreneurs $10,000 the chefs
15
$ 3,000 the entrepreneurs $12,000 the chefs
10
$ 0 the entrepreneurs $15,000 the chefs
5
Space

The chefs promise to pay lease
15
The chefs take over lease
20
Terminate lease
25
The entrepreneurs take over lease
55
The entrepreneurs promise to pay lease
65
Van
15
20
Terminate lease
25
65
75
Equipment
10
15
Terminate lease
25
10
5
K E Y P L A Y E R S
Pat, the owner

We strongly believe and insist on taking the remaining capital. Both
Miller and L.L Martin are completely responsible for the failure of the
business. We insist that the chefs get nothing and must be held fully
accountable.
Martin, chef
I have been a chef for many years. I know how to create menus that are
attractive and make customers keep coming. However, because you both
invested in this business and are inpatient in developing and building a
long lasting business, I put the burden of failure on both of you. Indeed,
I think that both of you ought to get nothing and should never engage in
a restaurant business.
Miller, chef
Hi Martin, I completely agree with you that both Chris & Pat are
incompetent businessmen, but we have to be fair. I propose that they
transfer the business to us and in return we give them $5,000 each.
Y O U D E C I D E
Activity
Deliverable: Three-to-five page paper outlining your response to the
above questions.
Submit your paper to the Dropbox located on the silver tab at the top of
this page. For instructions on how to use the Dropbox, pleaseclick here.
See Syllabus/"Due Dates for Assignments & Exams" for due date
information.X
*****************************************************
PROJ 598 Week 7 Course Project Part 2

PROJ 598 Week 7 Course Project Part 2
*****************************************************
PROJ 598 Week 7 Negotiation Excercise
This project is an exercise discussing the uniform commercial code, for
which i have provided an example
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