This document discusses the Plan Procurement Management process which is used to document procurement decisions, specify the approach, and identify potential sellers. Key inputs include the project charter, business documents, project management plan, and project documents. Tools and techniques used include expert judgement, data gathering, data analysis, source selection analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, procurement statement of work, source selection criteria, make-or-buy decisions, independent cost estimates, change requests, and updates to project documents and organizational process assets.
The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
The document discusses Project Procurement Management as defined in PMBOK 12.0. It outlines the three key processes: Plan Procurement Management, Conduct Procurements, and Control Procurements. It also covers important concepts like the legal nature of contracts, the buyer-seller relationship, and trends/considerations for tailoring procurement in different project environments.
This document discusses best practices for contract management. It describes key activities for contract management including delivery management, relationship management, and contract administration. It outlines important aspects of managing the contract relationship such as initial meetings, ongoing communication, and review meetings. It also discusses establishing performance controls and managing risks. The overall goal of contract management is ensuring suppliers meet delivery and quality obligations while maintaining an open relationship.
This document provides an overview of project procurement and contract management. It discusses key concepts like procurement management processes, contract administration, claims management, and payment processes. The procurement life cycle includes planning procurement, conducting procurements through bidding and selection, controlling procurements by managing vendor relationships and performance, and closing procurements upon completion. Effective contract and claims management aims to prevent and resolve disputes in a fair manner.
Procurement contract type is an important PMP topic. It is one such topic that which forms the base for procurement knowledge areas
The webinar on Procurement Contract Type is a base that forms the relationship between the buyer and the seller. This is a formal agreement unlike any other verbal agreement it has to be documented with precise details.
Three types of Procurement Contract Type are discussed with examples. Pros and cons of each contract type are given so as to give a clear idea of what all is involved while making the legal agreement.
For more details related to PMP exam or our upcoming PMP events visit https://www.facebook.com/izenbridge
The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
The document discusses Project Procurement Management as defined in PMBOK 12.0. It outlines the three key processes: Plan Procurement Management, Conduct Procurements, and Control Procurements. It also covers important concepts like the legal nature of contracts, the buyer-seller relationship, and trends/considerations for tailoring procurement in different project environments.
This document discusses best practices for contract management. It describes key activities for contract management including delivery management, relationship management, and contract administration. It outlines important aspects of managing the contract relationship such as initial meetings, ongoing communication, and review meetings. It also discusses establishing performance controls and managing risks. The overall goal of contract management is ensuring suppliers meet delivery and quality obligations while maintaining an open relationship.
This document provides an overview of project procurement and contract management. It discusses key concepts like procurement management processes, contract administration, claims management, and payment processes. The procurement life cycle includes planning procurement, conducting procurements through bidding and selection, controlling procurements by managing vendor relationships and performance, and closing procurements upon completion. Effective contract and claims management aims to prevent and resolve disputes in a fair manner.
Procurement contract type is an important PMP topic. It is one such topic that which forms the base for procurement knowledge areas
The webinar on Procurement Contract Type is a base that forms the relationship between the buyer and the seller. This is a formal agreement unlike any other verbal agreement it has to be documented with precise details.
Three types of Procurement Contract Type are discussed with examples. Pros and cons of each contract type are given so as to give a clear idea of what all is involved while making the legal agreement.
For more details related to PMP exam or our upcoming PMP events visit https://www.facebook.com/izenbridge
Chapter 13 of ICT Project Management based on IOE Engineering syllabus. It mostly focused on procurement management process flow, plan purchases and acquisition process, select seller process etc and more. Provided By Project Management Sir of KU
The document discusses project procurement management. It describes the key inputs, tools and techniques, and outputs for planning procurements. Some important points covered include:
- The project management plan, requirements documentation, risk register, and other documents are used as inputs to determine procurement needs.
- Tools like make-or-buy analysis, expert judgment, and market research help evaluate whether to outsource work or keep it in-house.
- The output is a procurement management plan that documents purchasing decisions and identifies potential suppliers.
Project Procurement Management involves processes to purchase or acquire products, services or results from outside the project team. It includes three main processes: Plan Procurements, Conduct Procurements, and Control Procurements. Plan Procurements involves documenting procurement decisions, specifying the approach, and identifying potential sellers. Conduct Procurements obtains seller responses, selects a seller, and awards a contract. Control Procurements manages procurement relationships, monitors contract performance, and makes changes as needed.
Lecture 1 Introduction to Procurement and contract Management Management - Co...axmedbaasaay
This document provides an overview of project procurement and contract management. It defines procurement as the process of acquiring goods and services through purchasing, renting or leasing. Procurement includes preparing specifications, evaluating bids, awarding contracts and contract administration. The key functions of procurement management are issuing purchase requisitions, purchase orders, approving invoices, vendor management and contract management. Contract management involves negotiating terms, ensuring compliance with terms, and documenting any changes to contracts. The objectives of contract management are to ensure contracts are delivered on time and specifications at the agreed upon price.
This document provides an overview of project procurement management processes and concepts for PMP certification preparation. It begins with an introduction to the 10 project management knowledge areas and the 4 procurement management processes from the PMBOK Guide. For each process, it outlines the inputs, tools and techniques, and outputs. It also includes examples of contract types, source selection criteria, and sample exam questions related to procurement management. The document aims to help participants understand the structure and approach of the session and benefit from the certification preparation material.
Project integration management involves defining, combining, and coordinating the various project management processes and activities. It includes developing a project charter, preliminary scope statement, and project management plan during initiation and planning. During execution, it involves directing and managing project execution. Monitoring and controlling involves monitoring work, controlling changes, and recommending corrective actions. Closing includes administrative and contractual closure procedures to conclude the project.
This document discusses project procurement management. It defines procurement management as the processes used to purchase or acquire resources from outside the project team. There are four key processes: plan procurements, conduct procurements, administer procurements, and close procurements. The document outlines these processes and provides details on procurement planning, contract types, procurement documents, negotiation tactics, and key procurement terms.
Project Procurement Management Details - Part2
Regardless of the project, when procurement results in hiring vendors who will complete all or some of the work on a project, Project managers need to understand their role in the procurement process. This presentation summarizes important procurement concepts, vendor selection process and contracting process.
Contract management is the process of managing
contract creation
execution and
analysis to maximize operational and financial performance at an organization, all while reducing financial risk.
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
This document discusses contract management. It defines a contract and contract management, and outlines the key elements and lifecycle of effective contract management. These include planning, performance monitoring, relationship management, governance, knowledge management, change management, contingency planning, and ongoing review. Issues at each stage of the contract management lifecycle are also examined, from procurement to closure. The document emphasizes that contract management aims to ensure all parties fully meet obligations to satisfy operational objectives and strategic goals.
Overview to Contract Mangement includes the understanding of contract and contract management, it's issues, resources required, contingency plans and detailed analysis at planning stage.
This document discusses contract management principles and practices. It defines a contract as a voluntary and legally binding agreement between two or more parties. Contract management involves creating, executing, and analyzing contracts to maximize performance while reducing risk. It also includes negotiating terms, ensuring compliance, and documenting changes. The document outlines the key elements of a contract as well as common contract types like fixed price, cost reimbursable, and time and material. It also describes the major phases of contract preparation, award, and administration. Tips provided for effective contract management include reading contracts thoroughly, establishing monitoring protocols, managing issues and variations, and documenting lessons learned.
This document provides an overview of project procurement management. It discusses the key processes involved, which include planning procurements, conducting procurements, controlling procurements, and closing procurements. Different types of contracts are also outlined, including fixed-price, cost-reimbursable, and time and material contracts, along with their risks for buyers and sellers. Make-or-buy analysis and expert judgement are two techniques used in planning procurements. The outputs of the planning process include the procurement management plan, procurement statement of work, and procurement documents.
PMP Chap 5 - Project Scope Management - Part 2Anand Bobade
The document discusses creating a work breakdown structure (WBS) as part of project scope management. It explains that a WBS subdivides project deliverables and work into smaller, more manageable components. It provides details on defining a WBS, including inputs like the scope management plan, project scope statement, and requirements documents. Techniques for creating a WBS involve decomposition and expert judgement. The main outputs are the scope baseline, which includes the project scope statement, WBS, and WBS dictionary, and updates to project documents.
Chapter_2-Procurement and Contract management.pptxssuserc0bf9b
The document discusses procurement and contract management. It defines procurement as the purchase of goods, services, or works at the best price, delivery date, and legal terms through a competitive bidding process. Contract management involves contract planning, procurement management, and contract administration. It aims to ensure fair competition and fair distribution of obligations and rights among stakeholders. The document outlines different types of procurement and contract delivery systems including force account, design-bid-build, and design-build. It provides details on the processes, roles, advantages, and disadvantages of each type.
Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. It involves evaluating seller proposals, negotiating with sellers, and selecting qualified sellers to establish legal agreements and contracts. Key inputs include the project management plan, project documents, procurement documentation, seller proposals, and organizational policies. Tools and techniques used include expert judgment, advertising, bidder conferences, data analysis, and negotiation. The main outputs are selected sellers and formal agreements and contracts.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
Chapter 13 of ICT Project Management based on IOE Engineering syllabus. It mostly focused on procurement management process flow, plan purchases and acquisition process, select seller process etc and more. Provided By Project Management Sir of KU
The document discusses project procurement management. It describes the key inputs, tools and techniques, and outputs for planning procurements. Some important points covered include:
- The project management plan, requirements documentation, risk register, and other documents are used as inputs to determine procurement needs.
- Tools like make-or-buy analysis, expert judgment, and market research help evaluate whether to outsource work or keep it in-house.
- The output is a procurement management plan that documents purchasing decisions and identifies potential suppliers.
Project Procurement Management involves processes to purchase or acquire products, services or results from outside the project team. It includes three main processes: Plan Procurements, Conduct Procurements, and Control Procurements. Plan Procurements involves documenting procurement decisions, specifying the approach, and identifying potential sellers. Conduct Procurements obtains seller responses, selects a seller, and awards a contract. Control Procurements manages procurement relationships, monitors contract performance, and makes changes as needed.
Lecture 1 Introduction to Procurement and contract Management Management - Co...axmedbaasaay
This document provides an overview of project procurement and contract management. It defines procurement as the process of acquiring goods and services through purchasing, renting or leasing. Procurement includes preparing specifications, evaluating bids, awarding contracts and contract administration. The key functions of procurement management are issuing purchase requisitions, purchase orders, approving invoices, vendor management and contract management. Contract management involves negotiating terms, ensuring compliance with terms, and documenting any changes to contracts. The objectives of contract management are to ensure contracts are delivered on time and specifications at the agreed upon price.
This document provides an overview of project procurement management processes and concepts for PMP certification preparation. It begins with an introduction to the 10 project management knowledge areas and the 4 procurement management processes from the PMBOK Guide. For each process, it outlines the inputs, tools and techniques, and outputs. It also includes examples of contract types, source selection criteria, and sample exam questions related to procurement management. The document aims to help participants understand the structure and approach of the session and benefit from the certification preparation material.
Project integration management involves defining, combining, and coordinating the various project management processes and activities. It includes developing a project charter, preliminary scope statement, and project management plan during initiation and planning. During execution, it involves directing and managing project execution. Monitoring and controlling involves monitoring work, controlling changes, and recommending corrective actions. Closing includes administrative and contractual closure procedures to conclude the project.
This document discusses project procurement management. It defines procurement management as the processes used to purchase or acquire resources from outside the project team. There are four key processes: plan procurements, conduct procurements, administer procurements, and close procurements. The document outlines these processes and provides details on procurement planning, contract types, procurement documents, negotiation tactics, and key procurement terms.
Project Procurement Management Details - Part2
Regardless of the project, when procurement results in hiring vendors who will complete all or some of the work on a project, Project managers need to understand their role in the procurement process. This presentation summarizes important procurement concepts, vendor selection process and contracting process.
Contract management is the process of managing
contract creation
execution and
analysis to maximize operational and financial performance at an organization, all while reducing financial risk.
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
This document discusses contract management. It defines a contract and contract management, and outlines the key elements and lifecycle of effective contract management. These include planning, performance monitoring, relationship management, governance, knowledge management, change management, contingency planning, and ongoing review. Issues at each stage of the contract management lifecycle are also examined, from procurement to closure. The document emphasizes that contract management aims to ensure all parties fully meet obligations to satisfy operational objectives and strategic goals.
Overview to Contract Mangement includes the understanding of contract and contract management, it's issues, resources required, contingency plans and detailed analysis at planning stage.
This document discusses contract management principles and practices. It defines a contract as a voluntary and legally binding agreement between two or more parties. Contract management involves creating, executing, and analyzing contracts to maximize performance while reducing risk. It also includes negotiating terms, ensuring compliance, and documenting changes. The document outlines the key elements of a contract as well as common contract types like fixed price, cost reimbursable, and time and material. It also describes the major phases of contract preparation, award, and administration. Tips provided for effective contract management include reading contracts thoroughly, establishing monitoring protocols, managing issues and variations, and documenting lessons learned.
This document provides an overview of project procurement management. It discusses the key processes involved, which include planning procurements, conducting procurements, controlling procurements, and closing procurements. Different types of contracts are also outlined, including fixed-price, cost-reimbursable, and time and material contracts, along with their risks for buyers and sellers. Make-or-buy analysis and expert judgement are two techniques used in planning procurements. The outputs of the planning process include the procurement management plan, procurement statement of work, and procurement documents.
PMP Chap 5 - Project Scope Management - Part 2Anand Bobade
The document discusses creating a work breakdown structure (WBS) as part of project scope management. It explains that a WBS subdivides project deliverables and work into smaller, more manageable components. It provides details on defining a WBS, including inputs like the scope management plan, project scope statement, and requirements documents. Techniques for creating a WBS involve decomposition and expert judgement. The main outputs are the scope baseline, which includes the project scope statement, WBS, and WBS dictionary, and updates to project documents.
Chapter_2-Procurement and Contract management.pptxssuserc0bf9b
The document discusses procurement and contract management. It defines procurement as the purchase of goods, services, or works at the best price, delivery date, and legal terms through a competitive bidding process. Contract management involves contract planning, procurement management, and contract administration. It aims to ensure fair competition and fair distribution of obligations and rights among stakeholders. The document outlines different types of procurement and contract delivery systems including force account, design-bid-build, and design-build. It provides details on the processes, roles, advantages, and disadvantages of each type.
Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. It involves evaluating seller proposals, negotiating with sellers, and selecting qualified sellers to establish legal agreements and contracts. Key inputs include the project management plan, project documents, procurement documentation, seller proposals, and organizational policies. Tools and techniques used include expert judgment, advertising, bidder conferences, data analysis, and negotiation. The main outputs are selected sellers and formal agreements and contracts.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes as needed. It ensures both the buyer and seller meet the contract terms. Key inputs include the project management plan, project documents, agreements, procurement documentation, approved change requests, and work performance data. Techniques used include expert judgment, claims administration, data analysis like earned value analysis, inspections, and audits. Outputs include closed procurements, updated documentation, and change requests.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
The Plan Cost Management process defines how project costs will be estimated, budgeted, managed, monitored and controlled. It provides guidance on cost management throughout the project. Key inputs include the project charter, schedule and risk plans. Expert judgement, data analysis and meetings are used. The main output is the Cost Management Plan which documents the cost processes, tools, units of measure and control thresholds.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the project.
The Identify Stakeholders process involves identifying and documenting individuals, groups, or organizations that may impact, be impacted by, or perceive themselves to be stakeholders in a project. Key inputs include the project charter, business documents, project management plan, project documents, agreements, and organizational assets. Stakeholders are identified using techniques like expert judgment, meetings, data gathering/analysis, and stakeholder mapping. The main output is a stakeholder register listing each stakeholder and their assessment information. Project documents and management plans may also be updated.
Plan Resource Management involves defining how to estimate, acquire, manage, and use team and physical resources for a project. Key inputs include the project charter, management plan, and documents. Expert judgement, data representation techniques, organizational theory, and meetings are used. The main outputs are a resource management plan defining resource roles and control, a team charter establishing guidelines, and updates to documents like the assumption and risk logs.
1. Address the substance of the conflict by having open communication between parties to understand interests, goals and find mutually agreeable solutions.
2. Address procedures for dealing with conflicts by establishing clear policies and intervention strategies for how conflicts will be managed and resolved.
3. Consider different resolution approaches like confronting, compromising, smoothing, or avoiding depending on factors like goals, relationships, resources and time constraints. The right approach depends on the specific situation.
The document discusses key concepts in project scope management according to the PMBOK Guide. It defines product and project scope, and outlines the main processes involved - plan scope management, collect requirements, define scope, create the work breakdown structure, validate scope, and control scope. For each process, it lists the typical inputs, tools and techniques, and outputs as defined in the PMBOK Guide. It also provides more details on some of the tools and techniques used such as interviews, prototypes, and variance analysis.
This document discusses the key aspects of project scope management based on the Project Management Body of Knowledge (PMBOK). It defines project scope as the work performed to deliver a product, service, or result with the specified features and functions. The document outlines the six main processes for scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the inputs, tools and techniques, and outputs for each process.
The document provides an overview of project scope management. It defines the key knowledge areas, processes, and inputs/outputs related to scope management. The main processes covered include:
1. Plan Scope Management - Creating a scope management plan to define how scope will be managed.
2. Collect Requirements - Determining stakeholder needs and requirements through techniques like interviews, questionnaires.
3. Define Scope - Developing a detailed project scope statement describing deliverables, assumptions, constraints.
4. Create WBS - Subdividing project work into smaller, more manageable components in a work breakdown structure.
5. Validate Scope - Formal acceptance of completed project deliverables through inspection and verification.
This document provides an overview of the Plan Procurement Management process. It describes the inputs, tools and techniques, and outputs of the process. The key inputs include the project charter, business documents, project management plan, and project documents. Tools include expert judgment, data gathering/analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, and make-or-buy decisions.
The Plan Communications Management process develops an approach and plan for project communications based on stakeholder information needs, organizational assets, and project needs. An effective plan recognizes diverse stakeholder information needs and considers how information will be stored, retrieved, and ultimately disposed of. Regular reviews and updates ensure the plan remains applicable throughout the project. Key inputs include the project charter, project management plan, project documents, and organizational assets. Tools include expert judgment, communication analysis, models, and methods to develop the communications management plan and updates.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
Monitor Communications is the process of ensuring effective information flow to stakeholders as defined in the communications management plan. It involves monitoring communications artifacts and activities to determine if they are having the desired effect. Feedback is gathered through surveys, lessons learned, and stakeholder engagement assessments to identify needed changes to communications.
The document discusses Plan Scope Management, which coincides with PMBOK Knowledge Area 5.1. It involves creating a scope management plan to define, validate, and control the project and product scope. The key benefit is providing guidance on how scope will be managed. Inputs include the project charter, project management plan, enterprise environmental factors and organizational process assets. Tools include expert judgment, data analysis and meetings. The main outputs are the scope management plan and requirements management plan.
The document discusses Project Quality Management as it relates to the PMBOK Guide. It outlines the three key Project Quality Management processes - Plan Quality Management, Manage Quality, and Control Quality. It also maps these processes to the PMBOK process groups and knowledge areas and discusses their inputs, tools/techniques, and outputs. Finally, it covers some key concepts, trends, considerations, and emerging practices related to Project Quality Management.
Determine Budget is the process of aggregating estimated costs from work packages and activities to establish an authorized cost baseline for the project. It uses inputs like the cost management plan, cost estimates, and risk register to perform cost aggregation and establish the cost baseline and project funding requirements outputs through techniques like expert judgement, data analysis, and historical reviews. The process coincides with PMBOK 7.3 Determine Budget knowledge area.
The document discusses the Project Management Body of Knowledge (PMBOK) Guide, which identifies generally recognized good practices for project management. It has gone through several editions, with changes including additional processes, knowledge areas, and incorporating agile concepts. The sixth edition features revisions to the first three sections and changes to process names and knowledge areas. It aims to harmonize terminology with other standards and better address adaptive project environments.
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves skills like communication, conflict management, negotiation, and leadership. The key inputs are the project management plan, project documents like issues logs and lessons learned, work performance reports, and team performance assessments. Tools include conflict management techniques, decision making, influencing skills, and project management software. The main outputs are change requests, updates to the project management plan and documents, and updates to enterprise environmental factors.
This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
Project Cost Forecasting Techniques with EAC, ETC, VAC, TCPIDavidMcLachlan1
Cost forecasting techniques are used to estimate the total expected cost of a project based on its current performance and remaining work. This includes estimating the expected total cost (EAC), remaining cost to complete the project (ETC), difference from planned budget (VAC), and level of efficiency needed (TCPI) based on formulas that factor in actual costs, budget, work completed, and current performance trends. An example is provided where a $10,000 project is 30% complete with $5,000 spent so far, and the EAC, ETC, VAC and TCPI are calculated using the relevant formulas.
Scenario - Project Management Processes | 2 of 2DavidMcLachlan1
The document outlines the key project management processes involved in planning and executing a project to move 200 employees to a new building. These include planning resource management, procurement, stakeholder engagement, communication, and risk management. The project manager then facilitates acquiring resources, managing risks, and engaging stakeholders. Upon completion, representatives validate the new space and systems before full deployment, with iterative improvements.
Scenario - Project Management Processes | 1 of 2DavidMcLachlan1
This document outlines the key processes involved in Project Management Process One. It begins by describing how a project charter and project management plan would be developed for a hypothetical project to move 200 employees to a new building. It then walks through how the scope, schedule, cost, and quality plans would be created by gathering requirements, defining deliverables, creating a work breakdown structure, estimating activities and costs, and developing a quality management plan. The document concludes by noting these initial plans will be used to monitor and control the project as it progresses.
Scenario - The Project Management EnvironmentDavidMcLachlan1
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Agile Scenarios - Delivering an Agile EnvironmentDavidMcLachlan1
The consultant works with company leaders to implement Agile practices starting with one team. They identify 10 practices to implement, with Kanban selected first. A burndown chart and Kanban board are created and used to track progress. After two weeks, the first practice of Kanban is completed. More teams then adopt the approach over iterations and with a Scrum of Scrums process to coordinate progress across teams. After 10 iterations, most teams have implemented the targeted Agile practices.
The document describes an example scenario of a project team using agile practices to develop a new website with a shopping cart for a client. It outlines the key agile practices used: assembling a cross-functional team, working in short iterations to develop features, prioritizing a backlog of user stories, daily stand-ups to track progress, demonstrating work at the end of each iteration, and reflecting on lessons learned to improve. The team uses these practices to iteratively develop and deliver the website's sales page and shopping cart features to the client.
Rolling wave planning is an iterative planning technique where work that will occur sooner is planned in more detail, while future work is planned at a higher level. It involves decomposing work packages into more detailed activities as more information becomes known about upcoming near-term events. Rolling wave planning uses techniques like decomposition and iterative scheduling with a backlog and allows for progressive elaboration of work packages, planning packages, and releases whether using agile or waterfall approaches.
This document summarizes several agile and lean frameworks including Scrum, XP, Kanban, Behavior Driven Development, Agile Unified Process, Dynamic Systems Delivery Method, Crystal, Scrum of Scrums, Large Scale Scrum, Scaled Agile Framework, Enterprise Scrum, and Disciplined Agile. It provides brief descriptions of the core methods, principles, and techniques of each framework.
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
The core Agile practices described in the document include whole team approach, early and frequent feedback, daily stand-ups, retrospectives, release and iteration planning, collaborative user story creation, demonstrations/reviews, and continuous integration. Some key benefits are enhancing communication, leveraging various skill sets, making quality everyone's responsibility, avoiding requirements misunderstandings, and promoting consistent project momentum.
3.0 The Agile Manifesto and Clarifying principlesDavidMcLachlan1
The Agile Manifesto outlines four values of agile development: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It also describes twelve clarifying principles of agile development including delivering working software frequently, having business and developers work closely together daily, and valuing face-to-face conversation.
2.0 The Differences Between Agile and Waterfall, Incremental, Iterative and H...DavidMcLachlan1
This document discusses different project life cycle models and how to choose the appropriate one based on a project's characteristics. It provides information on predictive, iterative, incremental, agile, and hybrid life cycles. Predictive life cycles are sequential with a single delivery, iterative life cycles use prototypes and feedback, incremental life cycles deliver in frequent smaller releases, and agile life cycles expect requirements to change with customer satisfaction increasing through early delivery. Hybrid models combine elements. The document also lists factors like demand patterns, team experience, and quality that influence tailoring the approach.
Control Costs is the process of monitoring project costs and managing changes to the cost baseline. It involves analyzing variances, forecasting costs, and updating cost estimates and budgets as needed. Key inputs include the cost management plan, cost baseline, and work performance data. Tools like earned value analysis, variance analysis, and forecasting are used. Outputs include updated cost forecasts, change requests, and revisions to cost documents and plans. The goal is to maintain an accurate cost baseline throughout the project.
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
The document discusses project cost management processes that coincide with PMBOK 7.0. It outlines the key cost management processes: plan cost management, estimate costs, determine budget, and control costs. It provides details on the inputs, tools/techniques, and outputs for each process in both the planning and monitoring/controlling process groups. Additionally, it covers key concepts, trends/emerging practices, and considerations for agile environments related to project cost management.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2. Plan Procurement Management
Coincides with PMBOK 12.1
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project Management
Plan
4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
3. What is it?
Plan Procurement Management is the process of documenting project
procurement decisions, specifying the approach and identifying
potential sellers.
Why?
The key benefit of this process is that it determines whether to
acquire goods and services from outside the project and, if so, what to
acquire as well as how and when to acquire it. Goods and services
may be procured from other parts of the performing organization or
from external sources.
Plan Procurement Management
Coincides with PMBOK 12.1
4. Plan Procurement Management
Coincides with PMBOK 12.1
Inputs, Tools & Techniques and Outputs
Inputs Tools & Techniques Outputs
1. Project charter
2. Business documents
• Business case
• Benefits management plan
3. Project management plan
• Scope management plan
• Quality management plan
• Resource management plan
• Scope baseline
4. Project documents
• Milestone list
• Project team assignments
• Requirements documentation
• Requirements traceability matrix
• Resource requirements
• Risk register
• Stakeholder register
5. Enterprise environmental factors
6. Organizational process assets
1. Expert judgment
2. Data gathering
• Market research
3. Data analysis
• Make-or-buy analysis
4. Source selection analysis
5. Meetings
1. Procurement management plan
2. Procurement strategy
3. Bid documents
4. Procurement statement of work
5. Source selection criteria
6. Make-or-buy decisions
7. Independent cost estimates
8. Change requests
9. Project documents updates
• Lessons learned register
• Milestone list
• Requirements documentation
• Requirements traceability matrix
• Risk register
• Stakeholder register
10. Organizational process assets updates
5. Plan Procurement Management
Coincides with PMBOK 12.1
12.1 Plan
Procurement
Management
Project
Management
Plan
Enterprise /
Organization
• Procurement management plan
• Enterprise
environmental factors
• Organizational process
assets
Project Documents
• Procurement strategy
• Procurement statement of work
• Bid documents
• Make-or-buy decisions
• Independent cost estimates
Project Documents
• Scope management plan
• Quality management plan
• Resource management plan
• Scope baseline
• Business case
• Benefits management plan
Business
Documents
4.1
Develop
Project Charter
Project
Management
Plan
4.6
Perform Integrated
Change Control
• Lessons learned register
• Milestone list
• Requirements documentation
• Requirements traceability matrix
• Risk register
• Stakeholder register
Enterprise /
Organization
Procurement
Documentation
• Change requests
• Organizational process
assets updates
• Milestone list
• Project team assignments
• Requirements documentation
• Requirements traceability
matrix
• Resource requirements
• Risk register
• Stakeholder register
6. Plan Procurement Management
Coincides with PMBOK 12.1
Overview
Participants in the procurement process may include personnel from the
purchasing or procurement department as well as personnel from the buying
organization’s legal department.
Typical steps in Procurement Management might be:
1. Prepare the procurement statement of work (SOW) or terms of reference (TOR)
2. Prepare a high-level cost estimate to determine the budget
3. Advertise the opportunity
4. Identify a short list of qualified sellers
5. Prepare and issue bid documents
6. Prepare and submit proposals by the seller
7. Conduct a technical evaluation of the proposals including quality
8. Perform a cost evaluation of the proposals
9. Prepare the final combined quality and cost evaluation to select the winning proposal
10. Finalize negotiations and sign contract between the buyer and the seller
7. Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
Project Charter
The project charter contains the objectives, project
description, summary milestones, and the preapproved
financial resources.
8. Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
Business Documents
In the first iteration of the Identify Stakeholders process, the business case
and the benefits management plan are sources of information about the
project’s stakeholders.
• Business case.
• Benefits management plan.
9. Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
Project Management Plan
Project management plan components include:
• Scope management plan
• Quality management plan
• Resource management plan
• Scope baseline
• WBS, WBS Dictionary, Statement of Work,
Terms of Reference
10. Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
Project Documents
Project documents that can be considered as inputs for this process include:
1. Milestone list
2. Project team assignments
3. Requirements documentation
• Technical requirements that the seller is required to satisfy
• Requirements with contractual and legal implications
4. Requirements traceability matrix
5. Resource requirements
6. Risk register
7. Stakeholder register
11. Enterprise Environmental Factors
The Enterprise Environmental Factors that can influence the Plan Procurement
Management process include:
• Marketplace conditions
• Products, services, and results that are available in the marketplace
• Sellers, including their past performance or reputation
• Typical terms and conditions for products, services, and results or for the specific
industry
• Unique local requirements, such as regulatory requirements for local labour or
sellers
• Legal advice regarding procurements
• Contract management systems, including procedures for contract change control
• Established multi-tier supplier system of prequalified sellers based on prior
experience
• Financial accounting and contract payments system
Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
12. Organisational Process Assets
The organizational process assets that can influence the Plan
Procurement Management process include:
1. Preapproved seller lists
2. Formal procurement policies, procedures, and guidelines
Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
13. Organisational Process Assets
The various types of contractual agreements used by the organization
also influence decisions for the Plan Procurement Management
process:
3. Contract types
• Fixed-price contracts
• Firm fixed price (FFP)
• Fixed price incentive fee (FPIF)
• Fixed price with economic price adjustments (FPEPA)
Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
14. Organisational Process Assets
4. Cost-reimbursable contracts
• Cost plus fixed fee (CPFF)
• Cost plus incentive fee (CPIF)
• Cost plus award fee (CPAF)
5. Time and material contracts (T&M)
Plan Procurement Management - Inputs
Coincides with PMBOK 12.1
15. Plan Procurement Management – Tools & Techniques
Coincides with PMBOK 12.1
Expert Judgement
Expertise should be considered from individuals or groups with specialized knowledge
or training in the following topics:
• Procurement and purchasing
• Contract types and contract documents
• Regulations and compliance topics
16. Plan Procurement Management – Tools & Techniques
Coincides with PMBOK 12.1
Meetings
Research alone may not provide specific information to formulate
a procurement strategy without additional information
interchange meetings with potential bidders. By collaborating
with potential bidders, the organization purchasing the material
or service may benefit while the seller can influence a mutually
beneficial approach or product.
Meetings can be used to determine the strategy for managing and
monitoring the procurement.
17. Plan Procurement Management – Tools & Techniques
Coincides with PMBOK 12.1
Data Gathering
A data-gathering technique that can be used for this process includes but
is not limited to market research.
Market research includes examination of industry and specific seller
capabilities. Procurement teams may leverage information gained at
conferences, online reviews, and a variety of sources to identify market
capabilities.
18. Plan Procurement Management – Tools & Techniques
Coincides with PMBOK 12.1
Data Analysis
Data analysis techniques that can be used for this process
include but are not limited to make-or-buy analysis.
A make-or-buy analysis is used to determine whether work
or deliverables can best be accomplished by the project
team or should be purchased from outside sources.
Make-or-buy analysis may use payback period, return on
investment (ROI), internal rate of return (IRR), discounted
cash flow, net present value (NPV), benefit/cost analysis
(BCA), or other techniques in order to decide whether to
include something as part of the project or purchase it
externally.
19. Plan Procurement Management – Tools & Techniques
Coincides with PMBOK 12.1
Source Selection Analysis
It is necessary to review the prioritization of the competing demands
for the project before deciding on the selection method.
Since competitive selection methods may require sellers to invest a
large amount of time and resources upfront, it is a good practice to
include the evaluation method in the procurement documents so
bidders know how they will be evaluated.
20. Plan Procurement Management – Tools & Techniques
Coincides with PMBOK 12.1
Source Selection Analysis
Commonly used selection methods include the following:
• Least cost
• Qualifications only
• Quality-based/highest technical proposal score
• Quality and cost-based
• Sole source
• Fixed budget
21. The procurement management plan contains the activities to
be undertaken during the procurement process. It should
document whether international competitive bidding,
national competitive bidding, local bidding, etc., should be
done.
A procurement management plan can be formal or informal,
can be highly detailed or broadly framed, and is based upon
the needs of each project.
Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Procurement Management Plan
22. The procurement management plan can include guidance for:
• How procurement will be coordinated with other project aspects, such
as project schedule development and control processes
• Timetable of key procurement activities
• Procurement metrics to be used to manage contracts
• Stakeholder roles and responsibilities related to procurement
• Constraints and assumptions that could affect planned procurements;
• The legal jurisdiction and the currency in which payments will be made
• Determination of whether independent estimates will be used
• Risk management issues including identifying requirements for
insurance contracts to mitigate some forms of project risk
• Prequalified sellers, if any, to be used
Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Procurement Management Plan
23. Once the make-or-buy analysis is complete and the decision is made to
acquire from outside the project, a procurement strategy should be
identified, and include:
1. Delivery methods
2. Contract payment types
3. Procurement phases
Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Procurement Strategy
24. Bid documents are used to solicit proposals from prospective
sellers.
Terms such as bid, tender, or quotation are generally used when
the seller selection decision is based on price, while a term such as
proposal is generally used when other considerations such as
technical capability or technical approach are the most important.
Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Bid Documents
25. Depending on the goods or services needed, the bidding
documents can include:
1. Request for information (RFI)
2. Request for quotation (RFQ)
3. Request for proposal (RFP)
Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Bid Documents
26. Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Procurement Statement of Work
The statement of work (SOW) for each procurement is developed from
the project scope baseline and defines the scope to be included in the
contract. It should be clear and concise.
Terms of Reference might include:
• Tasks the contractor is required to perform
• Standards the contractor will fulfil
• Data that needs to be submitted for approval;
• Detailed list of all data and services that will be provided to the
contractor by the buyer
• Definition of the schedule
27. Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Source Selection Criteria
In choosing evaluation criteria, the source selection criteria may
include:
• Capability and capacity
• Product cost and life cycle cost
• Delivery dates
• Technical expertise and approach
• Specific relevant experience
• Adequacy of the proposed approach and work plan in responding
to the SOW
• Key staff’s qualifications, availability, and competence
• Financial stability of the firm
• Management experience
• Suitability of the knowledge transfer program, including training
28. Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Make or Buy Decisions
A make-or-buy analysis results in a decision as to
whether particular work can best be accomplished by
the project team or needs to be purchased from
outside sources.
A typical measure is “payback period”, where ongoing
cost is measured against the initial cost for each.
29. Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Independent Cost Estimates
The procuring organization may elect to have a cost
estimate prepared by an outside professional estimator to
serve as a benchmark on proposed responses.
Significant differences in cost estimates can be an indication
that the procurement SOW was deficient or ambiguous, or
that the prospective sellers either misunderstood or failed
to respond fully to the procurement SOW.
30. Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Change Requests
A decision that involves procuring goods, services, or
resources may require a change request.
Changes to the project management plan, its subsidiary plans,
and other components may result in change requests that
impact procurement actions. Change requests are processed
for review and disposition through the Perform Integrated
Change Control process (4.6).
31. Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Procurement Documents Updates
Project documents that may be updated as a result of
carrying out this process include but are not limited to:
• Assumption log
• Issue log
• Lessons learned register
• Risk register
• Risk report
32. Plan Procurement Management – Outputs
Coincides with PMBOK 12.1
Organisational Process Assets Updates
For projects with few procurements and relatively simple
procurements, some of these outputs may be combined.
However, for projects with large, complex procurements and
where much of the work is done by contractors, there are
several different types of documentation
The procurement strategy and business case need to be aligned to ensure the business case remains valid
The benefits management plan describes when specific project benefits are expected to be available, which will drive procurement dates and contract language.
The scope management plan describes how the scope of work by the contractors will be managed through the execution phase of the project.
The quality management plan contains the applicable industry standards and codes the project is required to follow. This information is used in bidding documents such as the RFP and will eventually be referenced in the contract. This information may be used in supplier prequalification or as part of the selection criteria.
The resource management plan has information on which resources will be purchased or leased, along with any assumptions or constraints that would influence the procurement.
The scope baseline contains the scope statement, WBS, and WBS dictionary. Early in the project, the project scope may still be evolving. The elements of the scope that are known are used to develop the statement of work (SOW) and the terms of reference (TOR).
This list of major milestones show when the sellers are required to deliver their results.
The project team assignments contain information on the skills and abilities of the project team and their availability to support the procurement activities. If the project team does not have the skills to perform the procurement activities for which they are responsible, additional resources will need to be acquired or training will need to be provided, or both.
Requirements documentation: that may include health, safety, security, performance, environmental, insurance, intellectual property rights, equal employment opportunity, licenses, permits
The requirements traceability matrix links product requirements from their origin to the deliverables that satisfy them.
Resource requirements contain information on specific needs such as team and physical resources that may need to be acquired.
The risk register provides the list of risks, along with the results of risk analysis and risk response planning. Some risks are transferred via a procurement agreement.
The stakeholder register provides details on the project participants and their interests in the project, including regulatory agencies, contracting personnel, and legal personnel.
Lists of sellers that have been properly vetted can streamline the steps needed to advertise the opportunity and shorten the timeline for the seller selection process.
Most organizations have formal procurement policies and buying organizations. When such procurement support is not available, the project team should supply both the resources and the expertise to perform such procurement activities.
All legal contractual relationships generally fall into one of two broad families: either fixed-price or cost-reimbursable. Also, there is a third hybrid type commonly used called the time and materials contract. The more popular contract types in use are discussed below as discrete types, but, in practice, it is not unusual to combine one or more types into a single procurement.
This category of contracts involves setting a fixed total price for a defined product, service, or result to be provided. These contracts should be used when the requirements are well defined and no significant changes to the scope are expected.
The most commonly used contract type is the FFP. It is favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes.
This fixed-price arrangement gives the buyer and seller some flexibility in that it allows for deviation from performance, with financial incentives tied to achieving agreed-upon metrics. Typically, such financial incentives are related to cost, schedule, or technical performance of the seller. Under FPIF contracts, a price ceiling is set, and all costs above the price ceiling are the responsibility of the seller.
This type is used whenever the seller’s performance period spans a considerable period of years, or if the payments are made in a different currency. It is 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.
This category of contract involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work, plus a fee representing seller profit. This type should be used if the scope of work is expected to change significantly during the execution of the contract.
The seller is reimbursed for all allowable costs for performing the contract work and receives a fixed-fee payment calculated as a percentage of the initial estimated project costs. Fee amounts do not change unless the project scope changes.
The seller is reimbursed for all allowable costs for performing the contract work and receives a predetermined incentive fee based on achieving certain performance objectives as set forth in the contract. In CPIF contracts, if the final costs are less or greater than the original estimated costs, then both the buyer and seller share costs from the departures based upon a pre-negotiated cost-sharing formula, for example, an 80/20 split over/under target costs based on the actual performance of the seller.
The seller is reimbursed for all legitimate costs, but the majority of the fee is earned based on the satisfaction of certain broad subjective performance criteria that are defined and incorporated into the contract. The determination of fee is based solely on the subjective determination of seller performance by the buyer and is generally not subject to appeals.
Time and material contracts (also called time and means) are a hybrid type of contractual arrangement with aspects of both cost-reimbursable and fixed-price contracts. They are often used for staff augmentation, acquisition of experts, and any outside support when a precise statement of work cannot be quickly prescribed.
Factors to consider in the make-or-buy decision include the organization’s current resource allocation and their skills and abilities, the need for specialized expertise, the desire to not expand permanent employment obligations, and the need for independent expertise. It also includes evaluating the risks involved with each make-or-buy decision.
Least cost. The least cost method may be appropriate for procurements of a standard or routine nature where well-established practices and standards exist and from which a specific and well-defined outcome is expected, which can be executed at different costs.
Qualifications only. The qualifications only selection method applies when the time and cost of a full selection process would not make sense because the value of the procurement is relatively small. The buyer establishes a short list and selects the bidder with the best credibility, qualifications, experience, expertise, areas of specialization, and references.
Quality-based/highest technical proposal score. The selected firm is asked to submit a proposal with both technical and cost details and is then invited to negotiate the contract if the technical proposal proves acceptable. Using this method, technical proposals are first evaluated based on the quality of the technical solution offered. The seller who submitted the highest-ranked technical proposal is selected if their financial proposal can be negotiated and accepted.
Quality and cost-based. The quality and cost-based method allows cost to be included as a factor in the seller selection process. In general, when risk and/or uncertainty are greater for the project, quality should be a key element when compared to cost.
Sole source. The buyer asks a specific seller to prepare technical and financial proposals, which are then negotiated. Since there is no competition, this method is acceptable only when properly justified and should be viewed as an exception.
Fixed budget. The fixed-budget method requires disclosing the available budget to invited sellers in the RFP and selecting the highest-ranking technical proposal within the budget. Because sellers are subject to a cost constraint, they will adapt the scope and quality of their offer to that budget. The buyer should therefore ensure that the budget is compatible with the SOW and that the seller will be able to perform the tasks within the budget. This method is appropriate only when the SOW is precisely defined, no changes are anticipated, and the budget is fixed and cannot be exceeded.
…
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Delivery methods are different for professional services versus construction projects.
For professional services, delivery methods include: buyer/services provider with no subcontracting, buyer/services provider with subcontracting allowed, joint venture between buyer and services provider, and buyer/services provider acts as the representative.
For industrial or commercial construction, project delivery methods include but are not limited to: turnkey, design build (DB), design bid build (DBB), design build operate (DBO), build own operate transfer (BOOT), and others.
Contract payment types are separate from the project delivery methods and are coordinated with the buying organization’s internal financial systems. They include but are not limited to these contract types plus variations: lump sum, firm fixed price, cost plus award fees, cost plus incentive fees, time and materials, target cost, and others.
Fixed-price contracts are suitable when the type of work is predictable and the requirements are well defined and not likely to change.
Cost plus contracts are suitable when the work is evolving, likely to change, or not well defined.
Incentives and awards may be used to align the objectives of buyer and seller.
The procurement strategy can also include information on procurement phases. Information may include:
Sequencing or phasing of the procurement, a description of each phase and the specific objectives of each phase;
Procurement performance indicators and milestones to be used in monitoring;
Criteria for moving from phase to phase;
Monitoring and evaluation plan for tracking progress; and
Process for knowledge transfer for use in subsequent phases.
.
An RFI is used when more information on the goods and services to be acquired is needed from the sellers. It will typically be followed by an RFQ or RFP.
An RFQ is commonly used when more information is needed on how vendors would satisfy the requirements and/or how much it will cost.
An RFP is used when there is a problem in the project and the solution is not easy to determine. This is the most formal of the “request for” documents and has strict procurement rules for content, timeline, and seller responses.
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During the Monitor Risks process, new assumptions may be made, new constraints may be identified, and existing assumptions or constraints may be revisited and changed. The assumption log is updated with this new information.
Where issues are identified as part of the Monitor Risks process, these are recorded in the issue log.
The lessons learned register is updated with any risk-related lessons learned during risk reviews so these can be used on later phases of the project or in future projects.
The risk register is updated with information on individual project risks generated during the Monitor Risks process. This may include adding new risks, updating outdated risks or risks that were realized, updating risk responses, and so forth.
As new information becomes available through the Monitor Risks process, the risk report is updated to reflect the current status of major individual project risks and the current level of overall project risk. The risk report may also include details of the top individual project risks, agreed upon responses and owners, and conclusions and recommendations. It may also include conclusions from risk audits on the effectiveness of the risk management process.