The document provides an overview of a guide on contracts and procurement for project managers. It discusses modern developments that affect procurement, including a greater emphasis on outcomes and benefits, expanding project lifecycles to include operation and termination, and an increasing need for collaboration. It presents a seven-stage model for procurement and contract management, beginning with concept and feasibility. The stages include developing a project brief, procurement strategy, supplier selection, contract planning, contract administration, and contract closure.
‘The Argumentative Indian: Writings on Indian History, Culture and Identity’ (2005) is a an intellectual tour de force by an astute ‘Nobel Prize’ winning Indian economist Prof. Amartya Kumar Sen.
It is a collection of sixteen essays divided into four equal parts written by the author in various occasions.
The book comprises of four parts each having four dissertation papers.
Here, We shall concentrate in the first chapter of Part one only.
Part one contains four chapters:
(1) ‘The Argumentative Indian’,
(2) ‘Inequality, Instability and Voice’,
(3) ‘India: Large and Small’ and
(4) ‘The Diaspora and the World’.
Narrative Pattern in Julian Barnes's 'The Only Story'Dilip Barad
Structured along Classical Line
Narrative Trope
Unreliable Narrator – Paul Roberts
Narration drifts from first person to second and third person
Authorial Comments - Philosophical Broodings
Theme of Love - Passion and Suffering - The Only Story - Julian BarnesDilip Barad
Passion – the Latin root of this words – suffering
Love = Passion + Suffering
Jacques Lacan – The Subject of Desire – Love-object
Love in ‘The Only Story’
Summary of act one
Arms and the Man
BY
George Bernard Shaw
“Arms and the Man: A Pleasant Play.”
Made by-Khandoker Mufakkher Hossain
Ex-Student, Jagannath University,Dhaka.
Dept. of English
‘The Argumentative Indian: Writings on Indian History, Culture and Identity’ (2005) is a an intellectual tour de force by an astute ‘Nobel Prize’ winning Indian economist Prof. Amartya Kumar Sen.
It is a collection of sixteen essays divided into four equal parts written by the author in various occasions.
The book comprises of four parts each having four dissertation papers.
Here, We shall concentrate in the first chapter of Part one only.
Part one contains four chapters:
(1) ‘The Argumentative Indian’,
(2) ‘Inequality, Instability and Voice’,
(3) ‘India: Large and Small’ and
(4) ‘The Diaspora and the World’.
Narrative Pattern in Julian Barnes's 'The Only Story'Dilip Barad
Structured along Classical Line
Narrative Trope
Unreliable Narrator – Paul Roberts
Narration drifts from first person to second and third person
Authorial Comments - Philosophical Broodings
Theme of Love - Passion and Suffering - The Only Story - Julian BarnesDilip Barad
Passion – the Latin root of this words – suffering
Love = Passion + Suffering
Jacques Lacan – The Subject of Desire – Love-object
Love in ‘The Only Story’
Summary of act one
Arms and the Man
BY
George Bernard Shaw
“Arms and the Man: A Pleasant Play.”
Made by-Khandoker Mufakkher Hossain
Ex-Student, Jagannath University,Dhaka.
Dept. of English
Autobiographical Elements in T.S. Eliot's The Waste LandDilip Barad
This presentations attempts to explore the autobiographical elements in 'The Waste Land' - the poem by T.S. Eliot - the high priest of the theory of depersonalization.
This complete deck can be used to present to your team. It has PPT slides on various topics highlighting all the core areas of your business needs. This complete deck focuses on Bid Management PowerPoint Presentation Slides and has professionally designed templates with suitable visuals and appropriate content. This deck consists of total of thirty four slides. All the slides are completely customizable for your convenience. You can change the colour, text and font size of these templates. You can add or delete the content if needed. Get access to this professionally designed complete presentation by clicking the download button below. http://bit.ly/33wwQid
Universal Human Laws in The Waste Land (T.S. Eliot)Dilip Barad
Functionalism explains human society as a whole in terms of the function of its constituent elements; namely norms, customs, traditions, and institutions.
A functionalist reading of myths might extract the universal human laws.
This presentation attempts to identify some Universal Human Laws in T.S. Eliot's modern epic 'The Waste Land'
This presentation deals with Amitav Ghosh's Cli-fi novel Gun Island. It was a group presentation presented in M.A. sem 4 in the Department of English, MKBU. It deals with crucial facts, about the text and author, characters, plot overview, themes, and Articles related to the novel.
“Bid” is increasingly being used by the bidder (the supply side) and the term “tender” used on the procurement side (the buyer).
Bid – an approach to a client in order to gain significant new or repeat business.
Autobiographical Elements in T.S. Eliot's The Waste LandDilip Barad
This presentations attempts to explore the autobiographical elements in 'The Waste Land' - the poem by T.S. Eliot - the high priest of the theory of depersonalization.
This complete deck can be used to present to your team. It has PPT slides on various topics highlighting all the core areas of your business needs. This complete deck focuses on Bid Management PowerPoint Presentation Slides and has professionally designed templates with suitable visuals and appropriate content. This deck consists of total of thirty four slides. All the slides are completely customizable for your convenience. You can change the colour, text and font size of these templates. You can add or delete the content if needed. Get access to this professionally designed complete presentation by clicking the download button below. http://bit.ly/33wwQid
Universal Human Laws in The Waste Land (T.S. Eliot)Dilip Barad
Functionalism explains human society as a whole in terms of the function of its constituent elements; namely norms, customs, traditions, and institutions.
A functionalist reading of myths might extract the universal human laws.
This presentation attempts to identify some Universal Human Laws in T.S. Eliot's modern epic 'The Waste Land'
This presentation deals with Amitav Ghosh's Cli-fi novel Gun Island. It was a group presentation presented in M.A. sem 4 in the Department of English, MKBU. It deals with crucial facts, about the text and author, characters, plot overview, themes, and Articles related to the novel.
“Bid” is increasingly being used by the bidder (the supply side) and the term “tender” used on the procurement side (the buyer).
Bid – an approach to a client in order to gain significant new or repeat business.
How do you define a successful project? Primarily a project needs to deliver on few basic parameters that can be used to validate if the project really provided the value it intended!
This module is one of the 6 course modules of “The Essentials of Planning and Scoping a Project” training program.
If you wish to purchase the complete set of this training material which comprised of 6 modules, visit https://www.gafmonline.com/public/#
PMP - Project Initiation Template for ProfessionalsDaniel_Mccrea
WHAT
--------------
A helpful guide for Project Management Professionals who are at the beginning of their projects in 'Project Initiation'.
FOR
--------------
Written in plain English for use in the real world (not just for study). If you're a professional who's rusty on Initiation or have fallen into bad habits - this guide will remind you what questions to ask,...and why!
BY
--------------
Daniel Mccrea a PRINCE2(R) and PMP(R) certified Project Manager specialising in online Software/ & Content Delivery.
Visit me here:
ie.linkedin.com/in/danielmccrea/
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Pearson HND BTEC Level 5 HNDManaging a Successful Business Pr.docxAASTHA76
Pearson HND BTEC Level 5 HND
Managing a Successful Business Project (MSBP)
LO 1
[email protected]
Managing a Successful Business Project
Learning Outcomes
By the end of this module you will be able to:
Establish project aims, objectives and timeframes based on the chosen theme.
Conduct small-scale research, information gathering and data collection to generate knowledge to support your project.
Present your project and communicate appropriate recommendations based on meaningful conclusions drawn from the evidence findings and/or analysis.
Reflect on the value you have gained from conducting a project and its usefulness to support sustainable organisational performance.
LO1 : Establish project aims, objectives and timeframes based on the chosen theme.
P1 - Devise project aims and objectives for a chosen scenario.
P2 - Produce a project management plan that covers aspects of cost, scope, time, quality, communication, risk and resources.
P3 - Produce a work breakdown structure and a Gantt Chart to provide timeframes and stages for completion.
What is project management and what does it involve?
What is project management and what does it involve?
Most firms day to day operations serve customers through a network of inter connecting business processes, as business volumes change, the loading on these processes can increase or decrease (Nokes et. al. 2003) and there is often a need for some adaption in each process.
There may be a cumulative effect of many adaptions just to change of one of the processes, and as markets are subject to rapid change firms cannot afford to wait for gradual adaptions to take effect, therefore projects are required to provide a structure for making changes at a faster rate.
Nokes et al suggests that “ as markets increase and product cycles shorten the importance of projects will increase”. Projects are required to replace old and inefficient ways of doing things to methods better suited to modern market conditions.
Projects and the management of projects may be needed to tackle new problems.
Benefit of using case studies
In the aftermath of a series of acquisitions and mergers, a large financial services firm found itself attempting to operate with nearly seven hundred job titles for many similar positions due to the continued use of multiple legacy HR systems. The organization wanted to develop and implement a common set of job families and titles that could be used across the entire organization. Realizing the complexity of the task as well as a lack of internal expertise, they decided to seek external resources to carry out the work (Kaplan & Norton, 1996).
In order to begin developing a general overview of the project’s scope and cost, it is often helpful to collect information about how others have approached the same issue. This can be done through informal benchmarking efforts, consulting with colleagues.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
Similar to Project success through excellence in procurement and contract management (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
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.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Project success through excellence in procurement and contract management
1. 1
Project success through
excellent contract
management :
an overview of the ‘APM Guide
to contracts & procurement’
by
Dr Jon Broome,
chair of C&P SIG
1
Why you came ?
§ why (almost) every project manager should have
knowledge & skill in contracts & procurement to be
effective;
§ modern developments in contracts & procurement;
§ the seven stage procurement and contract management
model and the level two activities that sit beneath them
§ (small) things that highly effective project managers and
project procurement professionals should do
consistently, consistently well.
2
Agenda
§ Aims & Agenda + Intros
§ Modern developments & why C&P will affect
you even more
§ The seven-stage model
with stories & vignettes to illustrate some of the stages
§ Summary of things you should do
3
The intended readership
The intended audience for the Guide is :
vProject managers and project procurement
professionals who would like a guide on how P3
procurement & contract management operates
vStakeholders – both internal and external to the
project team - who need to increase their awareness
of project procurement & contract management
e.g. project sponsors finance, engineers, etc
4
2. 2
Intro’s : who are you ?
§ Sector ?
– Oil ?
– Construction &/or civil engineering ?
– IT ?
– Heavy engineering ?
– Other ?
§ Role ?
– Project Manager
– Procurement professional
– Legal
– Commercial
– Other ?
5
What is Procurement ?
§ APM Body of Knowledge 5th edition (Section 5.4)
§ "Procurement is the process by which the
resources (goods and services) required by
a project are acquired.
It includes the development of the procurement
strategy, preparation of contracts, selection and
acquisition of suppliers, and management of the
contracts."
6
APM Body of Knowledge 6th edition (definition)
§ “Procurement is the process by which
products and services are acquired from
an external provider for incorporation
into the project, programme or
portfolio.”
7
Why is Procurement Important ?
§ If 80 – 90% of a projects spend is outsourced in some
way, then might having the right organisations and
people on board with good contracts in place be
helpful ?
§ Research shows that good procurement decisions can
have just as much effect on delivering projects to time,
cost and performance as technical decisions.
§ A Project Manager can only manage a sub-project /
contract through the cards he or she is dealt.
Procurement is about the cards you deal yourself.
Contract management is about how you play them.
8
3. 3
Developments
in
Contracts & Procurement
of projects, programmes and portfolios
9
Procuring at a higher level.
10
The Project Life-Cycle now includes Operation &
arguably Termination.APM Guide to Contracts and Procurement
operate’ concept; more commonly known as the private finance initiative (PFI)
or public private partnership (PPP).
n An increasing need for collaboration in order to deliver projects, as no longer
can a single organisation do it all due to the increasing complexity of both
technology and society, in some sectors.
n Selection of providers, in some cases almost wholly, on the basis of their
cultural and technical capabilities. This is increasing due to the ‘end product’
being not fully defined or being a moving target. What is being bought is
therefore the capability to develop a solution rather than delivery to fixed start
and end points. The procurement cycle is therefore increasingly used to
leverage the know-how of the supply chain to deliver competitive advantage.
n Conditions of contract are being designed to align motivations and be more
Figure 1.3 Expansion of the project life cycle (from APM Body of
Knowledge 6th edition)
11
Other developments
§ There is a greater emphasis on outcomes, benefits & wlc’s.
§ The Project Life-Cycle has expanded to include Operation &
Termination.
§ As technology & society get more complex, there is an increasing
need for collaboration to deliver projects.
§ Selection therefore includes culture and capabilities as the end
‘product’ cannot be fully defined.
§ Contracts need to align motivations and be more relationship
based i.e. define how parties work together.
§ Consequently, procurement literature should cover the
procurement of ‘sub-projects’ / Packages with the above
characteristics, not just goods & services.
§ This can be for a Programme or even Portfolio of contracts.
12
4. 4
APM Body of Knowledge 6th edition (definition)
§ “Procurement is the process by which
products and services are acquired from
an external provider for incorporation
into the project, programme or
portfolio.”
So, given these developments,
IS THIS DEFINITION FIT FOR PURPOSE ?
13
A new definition for Procurement ?
“Procurement is the process by which the benefits, enhanced
capability, functions / performance or resources (goods &
services) required from or by a project or programme are
acquired.
It includes deciding the Package Breakdown Structure (PaBS)
and, for each package, the development & implementation
of the
§ a contracting strategy
§ contract documents, including the specific scope /
requirement
§ process and evaluation criteria for selection and award
leading to the effective management and administration of
the contracts once entered into."
14
3
Introduction
n Background: Providing further background for optional reading.
n Inputs: Listing what is needed at the stage start.
n Activities:Taskstobeperformedbasedonthestageprocessdiagramincluded.
n Outputs: What the stage provides when completed.
Where applicable, an additional section summarises the risk aspects that should
be considered during the stage.
It should be noted that we define some specific terms which relate directly to
contracts and procurement (e.g. the provider, the employer). Summary
definitions of these terms are given in section 1.3 below. The guide also includes
the generic definitions from the APM’s Body of Knowledge series 6th edition
and other prior learnt material, where applicable, in text boxes to assist the reader
and provide a route to further research.
In this guide, we describe a generic process which can be followed regardless
of the size of the project or programme. For a small procurement, it may mainly
be a thought process. However, the larger the project or programme, the more
thoughtshouldbeappliedwithmoreformalityintermsofrecordingthedecisions
made and reasons why. Indeed, for a major procurement exercise, this guide
could be used as the starting point for the process of developing the required
contracts and an aid to seeking further detailed advice or guidance if required.
We believe that you will find the following chapters a useful introduction to
each of these activities and it will spur you on to further develop your under-
standing and skills in these areas.
Figure 1.1 The procurement guide life cycle stages
15
Why ‘Concept & Feasibility’ ?
§ We are talking about the business case.
§ How much will this change ?
§ If significant / critical parts are going to be
outsourced, how can you not consider the market
and likely packages & their procurement &
commercial arrangements.
Introduction
prevailing environment external to the project, e.g. changes in legislation,
businesscontext,politics,etc.Theconditionsofcontractputinplaceforpackages
should not only accommodate change, but should also allow the employer the
flexibility to influence package outcomes (e.g. to reduce the ultimate cost by the
application of good project management).
Simply having a good provider in place with conditions of contract which
enable the management of change is unlikely to be enough to achieve optimum
The cost influence curve: Prior study10
has pointed out that it is early in
the project that the ability to influence the outcome in terms of cost is the
greatest. Typically, during the initial weeks/months of the project, the
project’s critical elements are shaped, including the involvement patterns
of the project sponsor.
Figure 1.4 Cost influence curve (after Rocque)
Conversely the investment in the project (its cost) rises throughout the
project thus the risk of there being wasted investment also increases (for
example if a provider needs to be changed due to performance or other
issues developing).
§ Shouldn’t PMs and
procurement professionals
be involved at an early stage
then ?
16
5. 5
18
6. Assess and Select the best option(s), involving key stakeholders in the
process.
7. Develop a project scope statement for the preferred option(s) including an
initial budget and an overall programme plan with contingencies.
8. Refine/update the SBC, including budget, programme plan and contingencies.
9. Conduct a gateway review in order to obtain a decision on whether to proceed
with the project or not, and if it is a medium or major project for organisation;
(9a) involve the future project board/steering group.
Figure 2.1 Process diagram for the concept and feasibility stage
17
A few comments …
Activity 5: Development of the Project Brief.
The Project Brief is a high–level outline specification, in terms of
capability or functions and performance levels, of stakeholders’
(customers/clients) needs and requirements for the project needed
to deliver the agreed Benefits. This would include the Benefits being
refined where possible into tangible or measurable Success Criteria.
Activity 7 : Develop Project Scope Statement
§ What’s in, what’s out and what’s a maybe ?
§ High level boundaries / constraints.
§ High level project breakdown structure for costing & planning.
§ Threats & Opportunities
18
37
Project procurement strategy
3.2 Inputs
In order to decide on the procurement strategy, the outputs from the concept
and feasibility stage (see Chapter 2), as included in the FBC, are required.
n The scope statement is critical in order to develop the package breakdown
structure (PaBS) to an appropriate level of detail to define individual packages.
n The archived SBC and project brief may also give insight into the sourcing and
delivery options considered for the project and the individual work packages
within it. It is the starting point for developing criteria by which contracting
strategies are developed and providers are selected.
3.3 Activities
The key activities of this phase are illustrated in Figure 3.2 and described in the
following sections.
Figure 3.2 Process diagram for the project procurement strategy stage
19
Example ‘Make or Buy’ Criteria
20
6. 6
Procuring at a higher level.
21
38
if EU procurement legislation is not mandated, it is wise to demonstrate fairness
in provider selection to avoid reputational damage.
3.3.2 Activity 1: Determine the high-level PaBS
The PaBS is developed via an iterative process, usually starting as relatively
high-level and then being refined via consultation. The initial PaBS may be formed
by breaking the overall project down into an initial hierarchy by considering the
terms as shown in Table 3.1, which uses a solar power station as an example.
Table 3.1 Example high-level package terms for a solar power station
Example for a solar power station
Business benefits, resulting from the
completed project
Quantified increase in revenue and earnings
from the completed project. Desired ROCE
Success criteria, by which the project can be
judged at the time of its completion
CAPEX (capital expenditure) within budget;
completion on or before planned date; initial
OPEX (operational expenditure) within
budget
Enhanced capabilities that are delivered to the
customer organisation(s)
Total power able to be generated, efficiency in
terms of converting lumens to power
Deliverables that provide this capability The design; main construction works including
foundations, operator facilities, access roads,
solar panels; converters; high-voltage wires
connecting to grid, etc.
Work breakdown structure (WBS) of the
goods and Services that make up each
deliverable.
e.g. For the foundations; holes to be dug,
concrete, reinforcing bar, etc.
22
23
Based on a true-life story …
45
Project procurement strategy
Figure 3.3 Example package breakdown structure (PaBS)
Figure 3.4 PaBS development for a wind-farm project
Having gone through a number of iterations with all of the potential packages,
the end result should be that every item in the project works hierarchy is in one
of the packages, but in one package only, e.g. in terms of goods and services,
there is a ‘hard’ boundary with no duplication or overlap between packages. This
should be documented in a scope/responsibility matrix that identifies allocation
of ownership for all package components.
24
7. 7
You want ‘hard’ boundaries between
Packages …
46
If it is the employer organisation that will manage these boundaries, then for
each package, these interdependencies and interactions must be identified,
along with the necessary management steps to ensure smooth delivery. It is
worth considering what the provider’s tactics may be at these scope boundaries,
in order to devise control measures and strategies to prevent such risks occurring.
Where less is known, then the provider may charge a premium to manage these
risks. Don’t think that all risks can be passed to a provider – many are not
necessarily better placed to manage the risks than the employer – but you end up
paying them for it.
Figure 3.5 illustrates the ‘hard’ and ‘soft’ boundaries for goods and services
that require definition and management.
Figure 3.5 The ‘hard’ and ‘soft’ boundaries for goods and services
25
Figure 3.8: Diagram correlating Nature of Relationship with Type of Package
26
4
Package contracting
strategy
4.0 Overview
This stage develops the contracting strategy for each individual package to be
procured. During the stage, decisions are made on the main elements of the
strategy for the providers of each of the packages. The strategy should include:
n The basis for how the provider is paid.
27
Package contracting strategy
4.4.1 Activity 1: Information gathering
This stage is predominantly about gathering more detailed information regarding
the package and the likely participants within it. This information is equally
valuable for consideration in Stage 5 when selecting the provider. Information
can be gathered under three inter-related main headings as below:
1.The participants’ drivers and constraints: The employer needs to be
Figure 4.1 Process diagram for the package contract strategy stage
28
9. 9
Drafting Philosophy
§ The importance of briefing, so that reality is in
accordance with desired strategies.
§ Transaction based contracts for commodities vs.
Relationship based contracts for projects (where things
do go wrong) leads onto ... ...
§ Contract administration vs. contract management.
§ Use standard forms where possible and limit
amendments to those that are needed.
§ Control the lawyers ! Control the tech specialists !
33
What should a contract cover ?
§ Governance, especially in Partnering
Style arrangements
§ Definitions
§ Design development and
implementation
§ Types of liability : reasonable skill and care
(services); fitness for purpose; tort.
§ Existing State / Starting Point
§ The Deliverable
§ Each parties Rights & Obligations during
delivery
§ Constraints during Delivery
§ Subcontracting
§ Testing & Commissioning
§ Correction of defects after completion
§ Time, inc Final Certificate
§ Payment : Certification : when, by what
criteria (foreign currencies) and by whom.
Interest payments for late payment.
§ Approvals / Instructions etc. on behalf of
Employer
§ Risk Allocation / Management of Change
: the need, risk allocation, calculation of time
and cost.
§ Title & ownership rights, inc IPR
§ Insurance : what each party should hold,
indemnity.
§ Termination / Exit procedures
§ Dispute Resolution : options & sequence
(dispute resolution board, adjudication;
mediation; arbitration or litigation).
§ International Factors e.g. multiple
currencies, shipping..
34
35
6
Select provider and
award the contract
6.0 Overview
In this stage, the ‘best value’ available provider(s) for the individual contracted-
out project packages are selected and the contract awarded to them. This stage
is particularly key, as once the contract(s) are placed, the legally binding commit-
ments will have been made and external costs will start accruing.
During this stage, a more detailed view is taken of what criteria are used to
shortlist and select the potential provider(s) given what they will be asked to
deliver in the contract, including risks allocated to them and other factors such as
36
10. 10
123
n Members from the project board or steering group.
n Those team members who are going to work with the provider (they could
also be in the team who will do the administration and scoring).
n A representative of the ultimate user.
Figure 6.1 Process diagram for the provider selection stage
37
Types of Selection Criteria
§ Past Performance : for you & / or others
§ Price * / Cost factors *
§ The End Deliverable : Provider’s Proposals*
vs. what you asked for
§ Means of Delivery * : Hard & Soft factors
Internal vs. External
§ Capability : Organisationally &/or of Individuals *
§ Culture : Generally &/or Compatibility
Organisationally &/or Individually
VfM
* Contractual status must be decided.
38
Table 6.1 Characteristics of differing procurement methodologies
Type Characteristics
When to use (See also section 3.3.6
for consideration of the type of
supplier relationship)
Equivalent EU procedure
(2016 guidance)55
Open market (any
organisation can respond)
Advertised to the world.
Large number of bidders
Selection on lowest price
For example, e-Auctions.
When there is an exacting or precise
specification, normally for goods, and a
sufficient number of providers who can
supply it (i.e. commodity type goods).
The Open Procedure
Limited competition (two
stage)
When the employer has significant
knowledge of the market place and
past experience of individual
providers (i.e. where an initial
selection can be done based on
experience).
Initial stage using a PQQ, or only a
short list invited to tender.
The final selection is typically done
on best value criteria (a combination
of price and other factors).
When there is a large number of providers
who could potentially meet the unique
requirement, some filtering for the best ones
is needed prior to a detailed bid.
For the final bid, the employer can define
what it is they want to a level of detail that
ensures they will get it and the constraints
that the bidder must adhere to, yet both of
these give the bidder some leeway to
innovate to give a ‘best value’ bid,
howsoever that is defined.
The Restricted Procedure
Note that there has to be a two-stage
competition to be compliant.
For ‘best value’ read ‘most
economically advantageous tender’
(MEAT).
Ongoing discussion, then
negotiation with a limited
number of providers
Employer cannot define exactly
what they want and/or how it is to
be delivered. They use the market
place to help them define this and,
in doing so, the market better
understands the requirement.
High value adding requirements with a large
risk – both opportunity and threat – element
in it.
The Competitive Dialogue and
Competitive Dialogue with
Negotiation Procedures
A three-stage process of pre-
qualification; invitation to participate
in the dialogue; and invitation to
tender (best and final offer).
Single source Where the solution is very specific
to a known source. Request for
submission of alternative ideas by
providers. Negotiation with new
providers or single source.
When time or quality is paramount.
Ideally, there is an ongoing commercial
relationship which prevents the employer
from being taken advantage of when pricing.
The Innovative Partnership
Procedure
55
Based on the UK Government Guide (UK Crown Commercial Service, 2016).
39
APM Guide to Contracts and Procurement
It is almost inevitable that some more detailed delivery planning will need to
be conducted to firm-up the detail of what the provider(s) need to supply and
how it will integrate with the rest of the solution; including the employer’s work
packages and those of any other providers. The planning/definition stage is
therefore included following Initiation, its depth depending on the level of
planning already conducted during provider selection.
The follow-on implementation stage may include design and build sections,
Figure 7.2 Manage and deliver the contract process
40
11. 11
Initiating the contract
APM Guide to Contracts and Procurement
146
desirable that people from all parties need to get to know each other (ideally
during the negotiation phase but certainly at the inaugural meeting).
Responsibilities within the respective organisations should be defined so that
ownership is clear. Stakeholders (all management staff including their names,
seniority, responsibilities and reporting line – organisational chart) within each of
the parties should be identified in order for the employer’s project manager to
develop a stakeholder management plan. Key roles are typically:
For the employer
Project manager: Oversees and has responsibility for the project delivery. Has
ultimate responsibility for the performance of the project and providers.
Contract manager (if not the project manager): A person nominated to manage
the provider, undertaking day-to-day communications and reporting progress
and issues to the project manager.
Commercial/purchasing managers: Persons responsible for the contract and
the drafting of any change orders.
Technicalauthority(TA):Theseniorpersonresponsibleforthetechnicalsolution.
Figure 7.3 Initiation stages
151
Manage and deliver the contract
7.3.3 Activity 3: Implementation
In Figure 7.2 we depict an ‘implementation cycle’: ‘Design, Build, Deliver,
Integrate, Accept’. This is because the implementation; involving one or more
providers as well as the activities of the employer’s internal team is often cyclic in
nature with individual packages being delivered throughout. Significant risk is
introduced due to the need to integrate the works together, which may involve
interdependencies between multiple contracted providers. Such interdepend-
encies, which may be realised well into the overall project, are often cited as the
most frequent cause of issues developing that can significantly impact time, cost
and quality if not accounted for (see Appendix A).
The implementation cycle is affected by:
n The impact of realised risks and the resulting negotiations between parties to
resolve the impact ownership (covered by the risk management activity – see
section 7.3.4).
n The advent of necessary contract changes (covered by the change control
process – see section 7.3.5). Changes may result from risk realisation, or from
changes to the overall requirement.
During implementation, a good management technique for the employer’s
project manager to use is the Deming circle60
(see Figure 7.4).
60
Deming, E.D. Out of the Crisis (Deming, 1986).
Figure 7.4 Deming circle
… and then improving
the operation of it.
41
Contract Administration v. Management
Contract administration Contract Management
‘Impartial’ administration based on :
• ‘reasonable’ , not an extreme
interpretation of contract,
• information submitted by Provider &
readily accessible to administrator;
• professional judgement = experience.
Project Management of contract : making
decisions in best interests of the Client.
Applies to :
• Payment
• Acceptance of deliverables
• Assessment of Change
• Other residual matters
Have to :
• be able to project manage;
• know client’s objectives and priorities;
• have information to make informed
decisions;
• a contract which allows you to make
project management decisions;
• be empowered by the client.
42
165
Contract closure, handover, operation and support
n contract closure (see section 8.5);
n handover (see section 8.6); and
n ongoing operations, maintenance and support (see section 8.7).
These activities follow-on from the decision to close the contract (see section
7.3.7). The ‘contract closure’ and the ‘handover’ stages may be conducted in
parallel; feeding into the preparation for the ‘operation and support’ activities.
8.4 Activity 1: Assign resources
The resources that you need to achieve the right conditions to close a contract
and to achieve handover are likely to be different from those during delivery; for
example increased financial activity may be required. It is beneficial to estimate
as soon as practicable the resources that will be required and what must be
in place to support the collation of the information needed for efficient use of
those resources. Similarly, if it is known during the manage and deliver the
contract stage (see Chapter 7) what financial information is going to be required
to close the contract, including its format, then this allows gathering of the
Figure 8.1 Contract closure, handover, operation and support process
43
Key points summary
§ The earlier you get involved in procurement,
the more influence you have over the cards
you are dealt;
§ Project manage the pre-contract
procurement phase, inc. your consultants;
§ RTFC and (jointly) develop a project
organisation that is fit for purpose;
§ Administrate and Manage the contract and
don’t confuse the two.
44