This chapter discusses project procurement management and outlines the key processes involved:
1) Procurement planning determines what and when to procure from external sources to reduce costs and access skills.
2) Solicitation planning involves documenting requirements and identifying potential vendors through requests for proposals or quotes.
3) The solicitation and source selection processes obtain proposals, evaluate vendors, and select the best supplier through a contract.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
The concepts and processes on how to perform project stakeholder management according to PMBOK Guide 6th edition. You'll find key concepts and terms, identify stakeholders, plan stakeholder management, manage stakeholders, and monitor stakeholders.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
The concepts and processes on how to perform project stakeholder management according to PMBOK Guide 6th edition. You'll find key concepts and terms, identify stakeholders, plan stakeholder management, manage stakeholders, and monitor stakeholders.
Project Procurement Management (PPM) includes the processes necessary to purchase or acquire products, services, or results needed from outside the project teams. It also includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
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
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
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
This short presentation is about Project stakeholders. Who are the project stakeholders for a given project? Will briefly discuss the project manager, project management team, project team, sponsor, and other stakeholders.
All about project communications management.
project communication management process
communication planning
information distribution
performance reporting
administrative closure
improving project communication
Project Procurement Management (PPM) includes the processes necessary to purchase or acquire products, services, or results needed from outside the project teams. It also includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
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
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
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
This short presentation is about Project stakeholders. Who are the project stakeholders for a given project? Will briefly discuss the project manager, project management team, project team, sponsor, and other stakeholders.
All about project communications management.
project communication management process
communication planning
information distribution
performance reporting
administrative closure
improving project communication
RFP1. Project Initiation Phase The purpose of the RFP document.docxhealdkathaleen
RFP
1. Project Initiation Phase
The purpose of the RFP document is to define all procurement related activities for implementing Oracle for Tesla motors. This document will outline all the procurement management activities and resources that are required for implementing the software.
2. Procurement Statement
Below are the list of items that must be procured in order to successfully start the project.
Item/Service
Justification
Needed By
Cost
Rack server for the software implementation
This is an inventory item that needs to be procured for implementing the new software (Oracle R12) for the company
01/01/2018
$5000
Printer and scanner
Need printer/ scan to print out the documentation
01/5/2018
$2000
Table
Need computer tables for consultants to work on implementation
01/15/2018
$1000
Chair
Need desk chairs for consultants to implement the application
01/15/2018
$1000
Car
Need a car for consultant’s usage
01/15/2018
$10,000
Laptops
Laptops are needed for consultants to work on
01/15/2018
$5000
Office supplies
These are office supplies that are required by the implementation partner
01/15/2018
$2000
Consultants service
Consultant service is required to implement the Oracle software.
01/15/2018
$404,617.60
Vendor selection: The vendor selection process is very straight forward as most of the vendors are have had good relations with real tech. The entire consultant team are offered by Real Tech itself. The office supplies are procured by the vendor name Staples. Finally, the laptops are procured by tech systems. The vendors are carefully analyzed by the buyers and are listed on the buyer’s approved vendor list of vendors. The vendors are rated based on the price, delivery time and quality of the products.
3. Selection Process & Criteria
The hardware and office supplies are based on the planned purchase order contract with the vendor. The consultants are interviewed before hand before onboarding the resources into the team.
4. Project Procurement Team
All procurement activities must initially get approval from the immediate manager and then the approval of the project manager. The project manager must document justify the need in a form of a document and present it to the project sponsors.
5.Contract Type:
The procurement strategy used by Tesla is called Fixed- Price Contract. This type of contract is also called Lump- sum contract. The reason for choosing this contract is that there is no uncertainty in the scope of the project. The purchasing module in the Oracle ERP software will help improve the procure to pay cycle in the organization. The ERP implementation partner is bound to finish the implementation within one year at the cost of $350,000.
6.Contract Standards:
All procurement must follow the ISO 9001:2015 standards.
7.Vandor Management/ Perforance
This section describes the metrics to be used for procurement activities associated with the project. These metrics may include but not be limited to: methods to ensure the p ...
The Ultimate Guide to The Digital Procurement ManagementDanitKellmer1
The ultimate guide to the digital procurement process – Learn how to use technology to
manage your construction procurement, find some great software features, and tips on
what to pay attention to when buying your software.
More info: https://tinyurl.com/mwafxuhz
PMs Role supporting Cloud Acquisition and associated ChallengesMichael Torres
Over the last 10 years, Federal CIOs' portfolios are gradually evolving from primarily "Owned" Technology Commodities (aka HW & SW Assets) to primarily "Leased" Service Capabilities (aka X-as-a-Service). As a result, CIOs have also evolved their IT Business model to be less Blackbox IT Management and more Cloud Service Management. However, the struggle still lies with the fact that we are still using blackbox acquisitions. In this discussion, we will review the PM's role in Service Capability Acquisition and review some of the methods and unique factors that require a more agile acquisition mindset.
Chad Ostreicher Describe a 10 Important point Of IT Consulting.
There Are Main Point.
1: Some people are never happy
2: Not all IT pros make good consultants
3: Some clients never intend to pay
4: Vendors abandon you
5: Clients expect a know-it-all
6: And one more thing...
7: Immediate service, but 60-day payment terms
8: Clients only remember what didn't work
9: You're almost always working
10: Follow-up is not optional
Similar to Chap12 project procurement management (20)
Quiz created using cookies in Javascript and HTML.
Has negative marking for every wrong answer....
Benefit and make maximum use of it...
"LIKE " it if u found it very useful....it really helps to boost an uploaders morale.
A simple Crossword puzzle developed using HTML, CSS and Javascript with one cool function....
Make good use of it.....n "LIKE " it....if u found it useful
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
1. Chapter 12:
Project Procurement
Management
IT Project Management, Third Edition Chapter 12 1
2. Learning Objectives
• Understand the importance of project procurement
management and the increasing use of outsourcing for
information technology projects
• Describe the procurement planning process, procurement
planning tools and techniques, types of contracts, and
statements of work
• Discuss what is involved in solicitation planning and the
difference between a request for proposal and a request
for quote
• Explain what occurs during the solicitation process
IT Project Management, Third Edition Chapter 12 2
3. Learning Objectives
• Describe the source selection process and different
approaches for evaluating proposals or selecting
suppliers
• Discuss the importance of good contract administration
• Describe the contract close-out process
• Discuss types of software available to assist in project
procurement management
IT Project Management, Third Edition Chapter 12 3
4. Importance of Project
Procurement Management
• Procurement means acquiring goods and/or services
from an outside source
• Other terms include purchasing and outsourcing
• Experts predicted that by the year 2003 the worldwide
information technology outsourcing market would
grow to over $110 billion
• U.S. federal spending on IT outsourcing is projected
to increase from $6.6 billion in 2002 to nearly $15
billion by 2007 due to an emphasis on e-government,
homeland security, and the shortage of IT workers in
government
IT Project Management, Third Edition Chapter 12 4
5. Why Outsource?
• To reduce both fixed and recurrent costs
• To allow the client organization to focus on its
core business
• To access skills and technologies
• To provide flexibility
• To increase accountability
IT Project Management, Third Edition Chapter 12 5
6. Project Procurement Management
Processes
• Procurement planning: determining what to procure
and when
• Solicitation planning: documenting product
requirements and identifying potential sources
• Solicitation: obtaining quotations, bids, offers, or
proposals as appropriate
• Source selection: choosing from among potential
vendors
• Contract administration: managing the relationship
with the vendor
• Contract close-out: completion and settlement of the
contract
IT Project Management, Third Edition Chapter 12 6
7. Figure 12-1. Project Procurement
Management Processes and Key Outputs
IT Project Management, Third Edition Chapter 12 7
8. Procurement Planning
• Procurement planning involves identifying
which project needs can be best met by using
products or services outside the organization.
It includes deciding
– whether to procure
– how to procure
– what to procure
– how much to procure
– when to procure
IT Project Management, Third Edition Chapter 12 8
9. What Went Right?
• Several organizations, such as The Boots
Company PLC in England, outsourced their IT
services to save money compared with running
the systems themselves
• Carefully planning procurement can also save
millions of dollars, as the U.S. Air Force did by
using a flexible pricing strategy for a large
office automation project
IT Project Management, Third Edition Chapter 12 9
10. Procurement Planning Tools and
Techniques
• Make-or-buy analysis: determining whether a
particular product or service should be made or
performed inside the organization or purchased
from someone else. Often involves financial
analysis
• Experts, both internal and external, can provide
valuable inputs in procurement decisions
IT Project Management, Third Edition Chapter 12 10
11. Make-or Buy Example
• Assume you can lease an item you need for a
project for $150/day. To purchase the item, the
investment cost is $1,000, and the daily cost
would be another $50/day.
• How long will it take for the lease cost to be
the same as the purchase cost?
• If you need the item for 12 days, should you
lease it or purchase it?
IT Project Management, Third Edition Chapter 12 11
12. Make-or Buy Solution
• Set up an equation so the “make” is equal to the “buy”
• In this example, use the following equation. Let d be the
number of days to use the item.
$150d = $1,000 + $50d
• Solve for d as follows:
– Subtract $50d from the right side of the equation to get
$100d = $1,000
– Divide both sides of the equation by $100
d = 10 days
• The lease cost is the same as the purchase cost at 10 days
• If you need the item for 12 days, it would be more
economical to purchase it
IT Project Management, Third Edition Chapter 12 12
13. Types of Contracts
• Fixed-price or lump-sum: involve a fixed total price
for a well-defined product or service
• Cost-reimbursable: involve payment to the seller for
direct and indirect costs
• Time and material contracts: hybrid of both fixed-
price and cost-reimbursable, often used by consultants
• Unit price contracts: require the buyer to pay the seller
a predetermined amount per unit of service
IT Project Management, Third Edition Chapter 12 13
14. Cost Reimbursable Contracts
• Cost plus incentive fee (CPIF): the buyer pays the
seller for allowable performance costs plus a
predetermined fee and an incentive bonus
• Cost plus fixed fee (CPFF): the buyer pays the seller
for allowable performance costs plus a fixed fee
payment usually based on a percentage of estimated
costs
• Cost plus percentage of costs (CPPC): the buyer
pays the seller for allowable performance costs plus
a predetermined percentage based on total costs
IT Project Management, Third Edition Chapter 12 14
15. Figure 12-2. Contract Types
Versus Risk
IT Project Management, Third Edition Chapter 12 15
16. Statement of Work (SOW)
• A statement of work is a description of the work
required for the procurement
• Many contracts, or mutually binding
agreements, include SOWs
• A good SOW gives bidders a better
understanding of the buyer’s expectations
IT Project Management, Third Edition Chapter 12 16
17. Figure 12-3. Statement of Work (SOW) Template
I. Scope of Work: Describe the work to be done to detail. Specify the hardware and
software involved and the exact nature of the work.
II. Location of Work: Describe where the work must be performed. Specify the
location of hardware and software and where the people must perform the work
III. Period of Performance: Specify when the work is expected to start and end,
working hours, number of hours that can be billed per week, where the work must
be performed, and related schedule information.
IV. Deliverables Schedule: List specific deliverables, describe them in detail, and
specify when they are due.
V. Applicable Standards: Specify any company or industry-specific standards that
are relevant to performing the work.
VI. Acceptance Criteria: Describe how the buyer organization will determine if the
work is acceptable.
VII. Special Requirements: Specify any special requirements such as hardware or
software certifications, minimum degree or experience level of personnel, travel
requirements, and so on.
IT Project Management, Third Edition Chapter 12 17
18. Solicitation Planning
• Solicitation planning involves preparing
several documents:
– Request for Proposals: used to solicit proposals
from prospective sellers
– Requests for Quotes: used to solicit quotes for
well-defined procurements
– Invitations for bid or negotiation and initial
contractor responses are also part of solicitation
planning
IT Project Management, Third Edition Chapter 12 18
19. Figure 12-4. Outline for a Request
for Proposal (RFP)
I. Purpose of RFP
II. Organization’s Background
III. Basic Requirements
IV. Hardware and Software Environment
V. Description of RFP Process
VI. Statement of Work and Schedule Information
VII. Possible Appendices
A. Current System Overview
B. System Requirements
C. Volume and Size Data
D. Required Contents of Vendor’s Response to RFP
E. Sample Contract
IT Project Management, Third Edition Chapter 12 19
20. Solicitation
• Solicitation involves obtaining proposals or
bids from prospective sellers
• Organizations can advertise to procure goods
and services in several ways
– approaching the preferred vendor
– approaching several potential vendors
– advertising to anyone interested
• A bidders’ conference can help clarify the
buyer’s expectations
IT Project Management, Third Edition Chapter 12 20
21. Source Selection
• Source selection involves
– evaluating bidders’ proposals
– choosing the best one
– negotiating the contract
– awarding the contract
• It is helpful to prepare formal evaluation
procedures for selecting vendors
• Buyers often create a “short list”
IT Project Management, Third Edition Chapter 12 21
22. Figure 12-5. Sample Proposal
Evaluation Sheet
IT Project Management, Third Edition Chapter 12 22
23. Figure 12-6. Detailed Criteria for
Selecting Suppliers
IT Project Management, Third Edition Chapter 12 23
24. Be Careful in Selecting Suppliers
and Writing Their Contracts
• Many dot-com companies were created to meet
potential market needs, but many went out of
business, mainly due to poor business planning,
lack of senior management operations
experience, lack of leadership, and lack of
visions. Check the stability of suppliers
• Even well-known suppliers can impede project
success. Be sure to write and manage contracts
well with all suppliers (see What Went Wrong?)
IT Project Management, Third Edition Chapter 12 24
25. Contract Administration
• Contract administration ensures that the
seller’s performance meets contractual
requirements
• Contracts are legal relationships, so it is
important that legal and contracting
professionals be involved in writing and
administering contracts
• Many project managers ignore contractual
issues, which can result in serious problems
IT Project Management, Third Edition Chapter 12 25
26. Suggestions on Change Control
for Contracts
• Changes to any part of the project need to be
reviewed, approved, and documented by the same
people in the same way that the original part of the
plan was approved
• Evaluation of any change should include an impact
analysis. How will the change affect the scope, time,
cost, and quality of the goods or services being
provided?
• Changes must be documented in writing. Project
team members should also document all important
meetings and telephone calls
IT Project Management, Third Edition Chapter 12 26
27. Contract Close-out
• Contract close-out includes
– product verification to determine if all work was
completed correctly and satisfactorily
– administrative activities to update records to reflect
final results
– archiving information for future use
• Procurement audits identify lessons learned in
the procurement process
IT Project Management, Third Edition Chapter 12 27
28. Using Software to Assist in Project
Procurement Management
• Word processing software helps in writing proposals and
contracts, spreadsheets help in evaluating suppliers,
databases help track suppliers, and presentation software aids
in presenting procurement-related information
• In the late 1990s and early 2000s, many companies started
using e-procurement software to do many procurement
functions electronically
• Companies such as Commerce One, Ariba, Concur
Technologies, SAS, and Baan provide corporate procurement
services over the Internet
• Organizations also use other Internet tools to help find
information on suppliers or auction goods and services
IT Project Management, Third Edition Chapter 12 28