Project Procurement Management Project Quality Management Why Procurement Management How Do We Manage Procurement Plan Procurements

Project Procurement Management Project Quality Management Why Procurement Management How Do We Manage Procurement Plan Procurements www.phwiki.com

Project Procurement Management Project Quality Management Why Procurement Management How Do We Manage Procurement Plan Procurements

Olney, Warren, Executive Producer/Host has reference to this Academic Journal, PHwiki organized this Journal Project Procurement Management Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 4th Edition, Project Management Institute Inc., © 2008 Project Quality Management “The processes to purchase or acquire the products, services, or results needed from outside the project team to per as long as m the work” Why Procurement Management Most all projects will need to acquire some resources from outside Not underst in addition to ing the different ways to contract could result in unnecessary risk as long as the project Note as long as Test Takers: PMI Procurement questions are from the BUYERS perspective unless noted otherwise

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How Do We Manage Procurement Four processes Plan Procurements Conduct Procurements Administer Procurements Close Procurements Plan Procurements Scope Baseline Requirements Documentation Teaming Agreements Risk Register Risk-Related Contract Decisions Activity Resource Requirements Project Schedule Activity Cost Estimates Cost Per as long as mance Baseline Enterprise Environmental Factors Organizational Process Assets Make or Buy Analysis Expert Judgment Contract Types Inputs Outputs Tools & Techniques Procurement Management Plan Procurement Statements of Work Procurement Documents Source Selection Criteria Change Requests Make or Buy Decisions Contract Types Fixed Price (Lump Sum) Contracts Cost-Reimbursable Contracts Cost Plus Fee (CPF) Cost Plus Percentage of Cost (CPPC) Cost Plus Fixed Fee (CPFF) Cost Plus Incentive Fee (CPIF) Time in addition to Material (T&M) Contracts Which type of contract is the highest risk as long as the Buyer Seller

Conduct Procurements Project Management Plan Procurement Documents Source Selection Criteria Qualified Sellers List Seller Proposals Project Documents Make-or-Buy Decisions Teaming Agreements Organizational Process Assets Bidder Conference Proposal Evaluation Techniques Independent Estimates Expert Judgment Advertising Internet Search Procurement Negotiations Inputs Outputs Tools & Techniques Selected Seller Procurement Contract Award Resource Calendars Change Requests Project Management Plan Updates Project Document Updates Types of Scopes of Work Per as long as mance What the project wants, how accomplished in addition to project needs defined by seller Functional or Detailed Defines what end product should be as well as minimum requirements Design Defines exactly what is required in addition to how to accomplish it Procurement Documents Request as long as Proposal (RFP) Asks as long as the price in addition to how/who will do the work Invitation as long as Bid (IFB) One simple price to do the work Request as long as Quotation (RFQ) Price per unit quote

Negotiating Tactics Attacks – Argue a point Personal Insults – Attack other sides negotiator Good Guy/Bad Guy Deadline – The offer st in addition to s until Lying Limited Authority – I need to check with – Missing Man – She is out today, I will have to get back tomorrow Fair in addition to Reasonable Delay – Tabling issues important to the other side Extreme Dem in addition to s Withdrawal – Feigning interest Fait Accompli – Done Deal, this is how we have to do it . These are all tactics, but not necessarily good tactics! Administer Procurements Procurement Documents Project Management Plan Contract Per as long as mance Reports Approved Change Requests Work Per as long as mance In as long as mation Contract change control system Procurement per as long as mance review Inspections in addition to audits Per as long as mance reporting Payment systems Claims administration Records management system Inputs Outputs Tools & Techniques Procurement Documentation Organizational Process Assets Updates Change Requests Project Management Plan Updates Contract Closure Project Management Plan Procurement Documentation Procurement audits Negotiated Settlements Records management system Inputs Outputs Tools & Techniques Closed Procurments Organizational Process Assets Updates

Procurement Terms Arbitration – Third party dispute resolution Breach/Default – When a contract provision is not met Force Majeure – Riots, wars, weather, or other “Acts of God” Indemnification – Who is liable Liquidated Damages – Estimated damages as long as specific types of defaults as defined in the contract Material Breach – A violation of the contract of sufficient magnitude that the contract cannot be completed Procurement Terms Continued Retainage – Monies withheld to ensure per as long as mance at the end of the contract Termination – Stopping the work be as long as e it is completed Waiver – Statements in the contract that indicate that rights cannot be ignored or modified without written agreement between the two parties Time is of the essence – Seller is placed on notice that delivery agreements are strictly binding Work as long as Hire – At the end of the contract the work product generated will be owned by the buyer

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Olney, Warren Executive Producer/Host

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