Procurement Pmbok4 Draft 1

Project Management Institute - Long Island Chapter
PMP Study Group
Procurement Management
PMP Prep Course – Project Procurement Management - PMBOK 4th Edition – Version 1.0
Project Procurement Management - Definition
Is engaging in the systematic “processes necessary

to purchase or acquire products, services, or
results needed from outside the project team “
.
PMBoK® Guide, 4th Edition
PMP Prep Course – Project Procurement Management - PMBOK 4th Edition – Version 1.0 2
Project Procurement Management Processes
Project Management Process Groups

Knowledge Area
Monitoring &
Initiating Planning Executing Closing
Controlling
12. Project 12.2 12.3

12.1 12.4
Procurement - Plan Procurements
Conduct Administer
Close Procurements
Management Procurements Procurements
Across Project Management Process Groups
Guiding Principals - Contract

Contracts are formal and legally binding between a buyer
and seller
Contracts can be simple or complex
All requirements (product, project, etc.) should be
specifically spelled out in the contract
If included in the contract, it must be done
If not in the contract, does not have to be done
Formal change is the only way to add or remove items from
the contract
Changes must be in writing
Contracts should reduce project risk
Most contracts are backed by the government which
provides a court process for dispute resolution
PM’s Team Role in Procurement

Know the procurement process; seek support early from specialists in
contracting, purchasing, law, and technical disciplines.
Involvement should begin at the start of the procurement process
Understand contract terms and conditions
Ensure the contract contains all project management requirements and
scope for the product or services being procured.
Identify risks and incorporate ways to avoid, mitigate, transfer to seller, or
share the potential risk within the contract.
Fit the schedule for completion of the procurement process into the
schedule for the project
Be engaged during contract negotiation to establish a relationships with the
seller.
Manage the entire project, not just the contract statement of work
Work with the contract or procurement manager to manage contract
change control
Exercise 1 - Background
You are the Project Manager for a new, very visible, and big income
producer project. In your preliminary analysis, you find out the
following:
 This project will have multiple interfaces to various systems and
hardware for internal and external customers.
 This project is a discretionary project and you will need some help
from a team of specialists within your organization.
 In your meeting with the manager of the specialists, you find out
that they have a non-discretionary project that is number one on
their list of priorities. This other project was dictated to the financial
organization by the Federal Reserve Bank. Non-compliance with
this other project places the firm under severe penalties.
Exercise 1 – Background (continued)
In the meeting, the head of the support group told you the following:
They currently have a 10 person staff
Approximately 200 hours a week (work effort) for the Federal Reserve
Bank Project.
The Federal Reserve Bank project must be completed in four
months.
Their staff is working approximately 100 hours a week on
maintenance.
Maintenance of current systems takes priority over everything.
The number of hours available will vary from week to week
The head of the support group says, “…off the top of my head, and
the limited information you have, similar types of projects have taken
approximately 1000 hours to complete”.
You were assured that when they were not working on the Federal
Reserve Bank project or maintenance you will have first priority.
Exercise 1 – Background (continued)
1. Is it better to have the in-house people do it

or send it outside?
2. If you decide to seek a contract from a

outside vendor, what items do you want to
place in this contract?
12.1 Plan Procurements
Definition: “process of documenting project purchasing decisions, specifying
the approach, and identifying potential sellers” PMBoK® Guide, 4th Edition
Inputs Tools & Techniques Outputs

12..1.1.1 Scope Baseline 12.1.2.1 Make-or-Buy Analysis Procurement Management
12.1.3.1
Plan
12..1.1.2 Requirements Documentation 12.1.2.2 Expert Judgment
Procurement Statement of
12.1.1.3 Teaming Agreements 12.1.3.2
12.1.2.3 Contract Types Work
12.1.1.4 Risk Register
12.1.2.4 Expert Judgment 12.1.3.3 Make-or-Buy Decision
Risk-Related Contract
12.1.1.5 12.1.3.4 Procurement Documents
Decisions
Activity Resource 12.1.3.5 Source Selection Criteria

12.1.1.6
Requirements
12.1.3.6 Change Requests
12.1.1.7 Project Schedule
12.1.1.8 Activity Cost Estimates
12.1.1.9 Cost Performance Baseline
Enterprise Environmental
12.1.1.10
Factors
12.1.1.11 Organizational Process Assets
12.1.1 Plan Procurements: Inputs
Describes the need, justification, requirements, etc.. for the project and
is inclusive of the following:
• Scope Statement: contains the description of services, list of
deliverables, acceptance criteria, and important information regarding
technical issues that could impact cost estimating.
12.1.1.1 Scope Baseline
• WBS: provides the relationship among all the components of the
project and deliverables.
• WBS Dictionary: – provides detailed statements of work that
provide an identification of the deliverables and a description of the
work within each WBS component required to produce ach deliverable.
Information about the project that is required during planning for

12.1.1.2 Requirements Document procurement (project and requirements with contractual and legal
implications)
Legal agreements between two or more entities to form a partnership,

12.1.1.3 Teaming Agreements
joint venture, or other arrangement as defined by the parties.
12.1.1 Plan Procurements: Inputs (continued)
Includes risk-related information (identified risks, risk owners, and risk

12.1.1.4 Risk Register
mitigation/responses)
Include agreements related to insurance, bonding, services, and other

Risk-related Contract
12.1.1.5 items as appropriate that are prepared to specify each party’s
Decisions
responsibility.
Activity Resource Contain information on specific needs such as people, equipment, or

12.1.1.6
Requirements location
12.1.1.7 Project Schedule Contains information on timelines or mandated deliverable dates
Cost estimates which are used to evaluate the reasonableness of the

12.1.1.8 Activity Cost Estimates
bids or proposals received from potential sellers
Cost Performance
12.1.1.9 Provides detail on the planned budget over time
Baseline
12.1.1 Plan Procurements: Inputs (continued)
Factors that can influence the Plan Procurements process such as the
Enterprise conditions of the marketplace and what products, services and results
12.1.1.10
Environmental Factors are available form the marketplace, from whom and under what terms
and conditions.
provide the existing formal and informal procurement related policies,

Organizational Process procedures, guidelines and management systems that are considered
12.1.1.11 Assets in developing the procurement management plan and selecting the
contract types to be used
12.1.2 Plan Procurements: Tools and Techniques
Technique that can be used to determine whether a particular product

or service can be produced by the project team or must be purchased
12.1.2.1 Make-or-Buy Analysis
from outside sources. This analysis include all related costs; both
direct and indirect costs.
Used to assess the inputs and outputs from this process . Can be
used to develop or modify the criteria that will be used to evaluate the
12.1.2.2 Expert Judgment
seller proposal such as legal, technical, business, and procurement
management judgment.
Fixed-Price Contracts (FP)

12.1.2.3 Contract Types Cost-Reimbursable Contracts (CR)
Time and Material Contracts (T&M)
12.1.2.3 Plan Procurements: Contract Types
What makes a Contract?
An offer is made
An offer is accepted
All parties are legally allowed to sign
All parties receive “consideration”
(Money, property, chicken, etc.)
The contract covers a legal activity
Why Contracts?
Avoid misunderstandings
Define and agree upon
Deliverables / Specifications
Delivery Schedule
Payment Schedule
Verify specifications are met
Avoid changing key resources - Bait and Switch
Get the best deal for your organization
12.1.2 Plan Procurements: Contract Types

Involves setting a fixed total price for a defined product or service to
be provided. May also incorporate financial incentives for achieving
or exceeding objectives.
1.Firm Fixed Price Contracts (FFP): Most commonly used type of fixed
price contract where the buyer pays the seller a set amount (as defined by
the contract), regardless of the seller’s costs.
2.Fixed Price Incentive Fee contracts (FPIF): Type of contract where the
Fixed-Price
12.1.2.3 buyer pays the seller a set amount (as defined by the contract), and the
Contracts
seller can earn an additional amount if the seller meets defined
performance criteria (usually achieving agreed upon metrics).
3.Fixed Price with Economic Price Adjustment Contracts (FP-EPA):
Type of contract used whenever the seller’s performance period spans a
considerable period of years. It contains a special provision allowing
adjustments to the contract price due to changed conditions, such as
inflation, cost increases (or decreases) for specific commodities.
Involves payment to the seller for the seller’s actual costs, plus a fee
typically representing seller’s profit. Often these contracts include
incentive clauses where if the seller meets or exceeds the selected
objectives, then the seller receives from the buyer an incentive or
bonus payment.
1.Cost Plus fixed Fee Contracts (CPFF): Type of contract where the
buyer reimburses the seller for the seller’s allowable costs plus a fixed
Cost-
amount of profit (fee).
12.1.2.3 Reimbursable
2.Cost Plus Incentive Fee Contracts (CPIF): Type of contract where the
Contracts
buyer reimburses the seller for the seller’s allowable costs and the seller
earns its profit if it meets defined performance criteria.
3.Cost Plus Award Fee Contracts (CPAF): Type of contract where the
seller is reimbursed for all legitimate costs, but the majority of the fee is
earned based on the satisfaction of certain broad performance criteria
which is defined in the contract. Fee is based on subjective determination of
seller performance by the buyer and is generally not subject to appeals.
Hybrid contractual arrangement containing aspects of both cost-

reimbursable and fixed-price contracts.
Time and
• Resemble cost-reimbursable contract type agreements in that they are
12.1.2.3 Material open ended.
Contracts
• Resemble fixed-price contracts because unit rates can be preset by the
buyer and seller when both parties agree on the rates for a specific
resource category

Buyers Point of View
Contract Type Pro’s Con’s
FIXED-PRICE •Most commonly used •Statement of work and responsibilities
•Reduce cost uncertainty must be clearly defined
•Motivates seller to control costs •Higher costs for additional scope
(extra’s)
•Motivates seller to complete
•Seller may look for extras or consider
items “out of scope” if losing money
COST- •Allows forward movement when •More work to manage
REIMBURSABLE details are uncertain (typical for •Higher risk (price is known and seller
massive government design/build has a moderate incentive to control
contracts) costs)
•Typically lower cost then FP since
seller does not need to
compensate for as much risk
TIME & •No lengthy contractual issues •Hard to avoid front-end loading
MATERIALS •Duration is usually brief •Contractor may stall; no incentive to
•Scope is not fully defined control costs
•Needs careful monitoring and
oversight for improper charges

Sellers Point of View
Contract Type Pro’s Con’s
FIXED-PRICE •Work guaranteed •Highest risk
•Easier to claim extras for •Especially risky for a new
poorly defined work if products.
statement of work is not
clearly defined
COST-REIMBURSABLE •No lengthy contractual issues No guarantee of work

•Easier to add work to
contract
•No cost risk
TIME & MATERIALS •No lengthy contractual issues •No guarantee of work or
•Easier to add work to length of engagement
contract
•No cost risk
12.1.3 Plan Procurements: Outputs
Procurement Describes how the procurement processes will be managed from

12.1.3.1
Management Plan developing procurement documentation through contract closure.
Developed from the project scope baseline and defines only that
Procurement Statement portion of the project scope that is to be included within the contract.
12.1.3.2
of Work Describes the procurement item in enough detail to allow prospective
sellers to determine if they can provide the product, service or results.
Documented the conclusion reached regarding what products,

12.1.3.3 Make-or-Buy decision services or results will be either acquired or will be developed by the
project team.
Documents used to solicit proposals from prospective sellers such as:

• RFI: Request for Information
Procurement
12.1.1.4 • IFB: Invitation for Bid
Documents
• RFP: Request for Proposal
• RFQ: Request for Quotation
12.1.3 Plan Procurements: Outputs (continued)
Criteria developed to rate or score seller(s) proposals such as:

• Understanding of need
• Cost
• Technical Capability
• Risk
• Approach (Technical, Staffing, Management)
Source Selection
12.1.1.5 • Warranty
Criteria
• Financial Capacity
• Production Capacity
• Size of organization
• Past Performance
• References
• Intellectual Property and Proprietary Rights
Requested changes to the project management plans and subsidiary

12.1.1.6 Change Request
plans may result from the Plan Procurement process.

Knowledge Area
Monitoring &
Controlling
12. Project 12.2 12.3

12.1 12.4
Conduct Administer
Close Procurements
Procurements Procurements
Management
12.2 Conduct Procurements Process

Definition: The process of obtaining seller responses, selecting a
seller and awarding a contract.
PMBoK® Guide,4th Edition

12..2.1.1 Project Management Plan 12.2.2.1 Bidder Conferences 12.2.3.1 Selected Sellers
12..2.1.2 Procurement Documents Proposal Evaluation Procurement Contract

12.2.2.2 12.2.3.2
Techniques Award
12.2.1.3 Source Selection Criteria
12.2.3.3 Resource Calendars
12.2.1.4 Qualified Sellers List 12.2.2.3 Independent Estimates
12.2.3.4 Change Requests
12.2.1.5 Seller Proposals
12..2.2.4 Expert Judgment
Project Management Plan
12.2.1.6 Project Documents 12.2.3.5
12.2.2.5 Advertising Updates
12.2.1.7 Make-or-Buy decisions
12.2.2.6 Internet Search Project Document
12.2.3.6
12.2.1.8 Teaming Agreements Updates
Procurement
12.2.2.7
Organizational Process Negotiations
12.2.1.9
Assets
12.2 Project Procurement Management Data Flow Diagram
Source: PMBoK® Guide,4th Edition, p.329
Exercise #2
1. How and where do I find the best contractor for this piece of the project?
2. How do I get the needs of the project and product across to the contractors?
3. What would be your selection criteria for vendor selection?
4. Does each item have the same weight?
Does each item have the same weight?
12.2.1 Conduct Procurements: Inputs

12.2.1.1 Project Management
Plan Section 4.2.3.1
12.2.1.2 Procurement
Documents Section 12.1.3.4
12.2.1.3 Source Selection

Criteria Section 12.1.3.5
12.2.1.4 Qualified Sellers List Sellers who have been previously pre-screened based on
qualifications and past experience
12.2.1.5 Seller Proposals Prepared in response to a procurement document package form the
basic set of information that will be used by evaluation body to select
one or more successful bidders.
12.2.1.6 Project Documents Items that will assist in selecting the appropriate supplier; may include
the Risk Register or Project Scope Documents
12.2.1 Conduct Procurements: Inputs (continued)

12.2.1.7 Make-or-Buy
Decisions (Section 12.1.3.3)
12.2.1.8 Teaming Agreements

(Section 12.1.1.3)
12.2.1.9 Organizational
Process Assets (Section 12.1.1.11)
12.2.2 Conduct Procurements: Tools and Techniques

12.2.2.1 Bidder Conferences Meetings with prospective sellers prior to preparation of a bid or
proposal
12.2.2.2 Proposal Evaluation Techniques can be used to rate and score proposals, but all will use
Techniques expert judgment and some form of evaluation criteria
12.2.2.3 Independent Costs prepared by the buyer’s organization using non-biased factors or
Estimates an outside firm to provide a benchmark value to evaluate received
responses
12.2.2.4 Expert Judgment
Relies on prior experience for similar requirements to select sellers
12.2.2.5 Advertising Existing lists of potential sellers can often be expanded by placing
advertisements in general circulation publications
12.2.2.6 Internet Search
Has a major influence on most project procurements
12.2.2.7 Procurement Clarify the structure, requirements and other terms of purchases to
Negotiations solidify a mutual agreement between the buyer and seller. These items
need to be resolved prior to signing a contract.

Sample: Contract Items to Negotiate
Deliverables
Schedule
Period of Performance
Pricing
Payment Terms
Warranty
Penalties/Incentives
Change Procedures

Sample: Contract Criteria
Who establishes the target date?

Who approves the requirements?
Who is allowed to change requirements?
What is procedure for making changes?
How closely is progress tracked?
Are there any mandatory meetings
What are the milestones?

Sample: Contract Criteria
Who are the players?

Who’s time are you buying - “Key Person” Clause
may be required
(Make sure to have everything in writing!)
12.2.3 Conduct Procurements: Outputs

12.2.3.1 Selected Sellers Sellers who have been judged to be in a competitive range based upon
the outcome of the proposal or bid evaluation, and who have
negotiated a draft contract, which will be the actual contract when an
award is made
12.2.3.2 Procurement Mutually binding legal agreement that obligates the buyer to pay the
Contract Award seller
12.2.3.3 Resource Calendars The availability and pool of contracted resources with dates they can
be called upon to use.
12.2.3.4 Change Requests Changes to the project management plan and its subsidiary plans and
other components, such as the project schedule and procurement
management plan, may result from the Select Sellers process
12.2.3.5 Project Management Elements of the Project Management Plan that may be updated such
Plan Updates as; cost, scope, schedule baselines, and procurement management
plan
12.2.3.6 Project Document Project documents that need to be updated such as requirements
Updates document, risk register, and requirements traceability documents
Exercise #3: The Choice
Potential Contractor 1. • Potential Contractor 3.

 Company Started: 1982  Company Started: 1999
 Size: Large  Size: Medium
 Reputation: Good  Reputation: Excellent
 On time performance: Good  On time performance: Good
 Cost: expensive to very expensive  Cost: Expensive
 Quality: Good  Quality: Excellent
 Project Manager: Experienced  Project Manager: often changed
in the middle of the project
Potential Contractor 2.
 Company Started: 2003
 Size: Small
 Reputation: Not established
 On time performance: Unknown
 Cost: Inexpensive
 Quality: unknown
 Project Manager: PMP

Knowledge Area
Monitoring &
Controlling
12. Project 12.2 12.3

12.1 12.4
Conduct Administer
Close Procurements
Management
12.3 Administer Procurements Process
Definition: “Ensures that the sellers performance meets procurement

requirements and that the buyer performs according to the
terms of the legal contract.”

12.3.1.1 Procurement Documents 12.3.2.1 Contract Change Control System 12.3.3.1 Procurement Documentation
12.3.1.2 Project Management Plan Procurement Performance Organizational Process Assets

12.3.2.2 12.3.3.2
Reviews Updates
12.3.1.3 Contract
12.3.2.3 Inspections and Audits 12.3.3.3 Change Requests
12.3.1.4 Performance Reports
12.3.2.4 Performance Reporting Project Management Plan
12.3.1.5 Approved Change Requests 12.3.3.4
Updates
12.3.1.6 Work Performance Information 12.3.2.5 Payment Systems
12.3.2.6 Claims Administration
12.3.2.7 Record Management System
12.3 Administer Procurements Data Flow Diagram
12.3.1 Administer Procurements: Inputs

Documents Supporting documentation including contract, statement of work, etc

Plan Section 12.1.3.1
12.3.1.3 Contract
Section 12.2.3.2
12.3.1.4 Performance Reports Documents provided within the terms of the contract such as Seller
developed technical documents and performance reports
12.3.1.5 Approved Change Documents modifications to the terms and conditions to the contract,
Requests including the contract statement of work, pricing, and description of the
products, services, or results to be provided.
12.3.1.6 Work Performance Collected as part of Execution and highlights the extent to which qulity
Information standards are met, cost incurred/committed, and invoicing
12.3.2 Administer Procurements:

Tools and Techniques
12.3.2.1 Contract Change

Control System Defines the process by which the procurement can be modified.
12.3.2.2 Procurement Structured review of the seller’s progress to deliver project scope and
Performance Reviews quality, within cost and on schedule, as compared to the contract.
12.3.2.3 Inspections and Required by the buyer and supported by the seller as specified in the
Audits procurement contract, can be conducted during the execution of the
project to verify compliance in the seller’s work processes or
deliverables.
12.3.2.4 Performance Provides management with information about how effectively the seller
Reporting is achieving the contractual objectives.
12.3.2.5 Payment Systems Includes certification of satisfactory work by an authorized person on
the project team, and the payments are made in accordance with the
terms of the contract
12.3.2 Administer Procurements: Tools

and Techniques (continued)
12.3.2.6 Claims Contested changes and constructive changes are those changes
Administration where the buyer and seller cannot agree on compensation for the
change, or cannot agree that a change has occurred. If the parties
themselves do not resolve the claim, it may be handled in accordance
with the dispute resolution procedures established in the contract.
12.3.2.7 Record Management Specific set of processes, related control functions, and automation
System tools that are consolidated and combined as part of the project
management information system. (Section 4.3.2.2)
12.3.2 Administer Procurements: Outputs

12.3.3.1 Procurement •The contract along with all supporting schedules
Documentation •Requested unapproved contract changes
•Approved change requests
•Any seller-developed technical documentation and other work
performance information, such as; deliverables, seller performance
reports, warranties, financial documents (invoices, payment records,
results of contract-related inspections).
12.3.3.2 Organizational •Correspondence: Contract terms and conditions often require
Process Assets written documentation of certain aspects of buyer/seller
Updates communications, such as warnings of unsatisfactory performance and
requests for contract changes or clarification.
•Payment schedules and requests.
•Seller performance evaluation documentation. Such performance
evaluation documents the sellers ability to continue to perform work on
the current contract, indicate if the seller can be allowed to perform
work on future projects, or rate how well the seller is performing the
project work
12.3.2 Administer Procurements: Outputs (continued)
12.3.3.3 Change Requests Includes direction provided by their buyer, or actions taken by the
seller, that the other party considers a constructive change to the
contract.
12.3.3.4 Project Management • Procurement management plan - is updated to reflect any
Plan Updates approved change requests that affect procurement management.
• Baseline schedule - is updated if there are any slippages that
impact overall project performance

Knowledge Area
Monitoring &
Controlling
12. Project 12.2 12.3

12.1 12.4
Conduct Administer
Close Procurements
Management
12.4 Close Procurements Process

Definition: The process of completing each project procurement.

12.4.1.1 Project Management Plan 12.4.2.1 Procurement Audits 12.4.3.1 Closed Procurements
Procurement 12.4.2.2 Negotiated Statements Organizational Process

12.4.1.2 12.4.3.2
Documentation Assets Updates
Records Management
12.4.2.3
System
12.4 Close Procurements Data Flow Diagram
Definitions from PMP Exam Prep
A method to resolve disputes that uses private third parties

Arbitration to render a decision on the dispute.
A breach occurs when an obligation of a contract is not met.

Watch out, a breach on the sellers part cannot be fixed by a
breach on the buyers part, e.g. not completing an item in the
Breach/Default contract statement of work (sellers breach) cannot be
handled by the buyer by stopping ALL Payments (buyers
breach).
A breach so large that it may not be possible to complete

the work under contract.
Material Breach
Exercise
Its not done until the paperwork is complete . . .
It is finally over. Some good things happened but of course, some not
so good things happened.
What information would you like to save about this aspect of the
project?
12.4.1 Close Procurement Process: Inputs

Plan (Section 4.2.3.1)
Documentation All procurement documentation is collected, indexed, and filed
12.4.2 Close Procurement Process: Tools and Techniques

12.4.2.1 Procurement Audits Supporting documentation including contract, statement of work, etcis
a structured review of the procurement process originating from the
Plan Procurements process (Section 12.1) through Administer
Procurements (Section 12.3).
12.4.2.2 Negotiated When settlement cannot be achieved through direct negotiation
Statements (mediation, arbitration, etc.)
12.4.2.3 Records Management
System Section 12.3.2.7
12.4.3 Close Procurement Process: Outputs

12.4.3.1 Closed Procurements
The buyer, usually through its authorized procurement administrator,
provides the seller with formal written notice that the contract has been
completed.
12.4.3.2 Organizational
Process Asset •Procurement file: A complete set of indexed contract
documentation, including the closed contract, is prepared for the
Updates inclusion with the final project files.
•Deliverable acceptance: The buyer, usually through its authorized
procurement administrator, provides the seller with formal written
notice that the deliverables have been accepted or rejected.
•Lessons learned Documentation: Lessons learned, what has been
experienced, and process improvement recommendations are
developed for the project file to improve future procurements
Summary and Helpful Hints
As you prepare, don’t be afraid to walk away

Know your BATNA
(Best Alternative To a Negotiated Agreement)
Use the Legal Department
Be prepared to give direction
Performance Clause
Payment/Penalty Clause
Contract Type
Key Person Clause
Are there Approved Vendors?
Associated Procedures?
Key on deliverables
Specifications are detailed and clearly defined
Payment schedules are detailed and clearly

defined
Contract
Be careful what you say or do!
Verbal agreements
Violating terms of an existing agreement
Forfeiture of agreement rights
Payment Requests vs. Payments
Project Manager Responsibilities

Require plans
Project / Subproject
Internal / Vendor
Dates
Deliverables
Define the reporting structure
Vendor and Project organization
Progress metrics
Performance metrics
Create and implement status reporting
Deflate any Us/Them relationships
Correct deviations from the plan
Project /Contract Completion

Facilitate the transfer of knowledge
Should be in original contract!
Ensure proper closure
Security
Documentation
Products
Status of process
Status of product
Maintenance Agreement?
Key person?
Enhancement vs. fix
Replacement vs. fix
Response time

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Project Management Institute - Long Island Chapter

PMP Study Group

Project Procurement Management - Definition

Is engaging in the systematic “processes necessary

PMBoK® Guide, 4th Edition

Project Procurement Management Processes

Project Management Process Groups

12. Project 12.2 12.3

Across Project Management Process Groups

Guiding Principals - Contract

PM’s Team Role in Procurement

Exercise 1 – Background (continued)

Exercise 1 – Background (continued)

1. Is it better to have the in-house people do it

2. If you decide to seek a contract from a

Inputs Tools & Techniques Outputs

Activity Resource 12.1.3.5 Source Selection Criteria

12.1.1.8 Activity Cost Estimates

12.1.1.9 Cost Performance Baseline

12.1.1.11 Organizational Process Assets

12.1.1 Plan Procurements: Inputs

Information about the project that is required during planning for

Legal agreements between two or more entities to form a partnership,

12.1.1 Plan Procurements: Inputs (continued)

Includes risk-related information (identified risks, risk owners, and risk

Include agreements related to insurance, bonding, services, and other

Activity Resource Contain information on specific needs such as people, equipment, or

12.1.1.7 Project Schedule Contains information on timelines or mandated deliverable dates

Cost estimates which are used to evaluate the reasonableness of the

12.1.1 Plan Procurements: Inputs (continued)

provide the existing formal and informal procurement related policies,

12.1.2 Plan Procurements: Tools and Techniques

Technique that can be used to determine whether a particular product

Fixed-Price Contracts (FP)

12.1.2.3 Plan Procurements: Contract Types

12.1.2.3 Plan Procurements: Contract Types

What makes a Contract?

12.1.2.3 Plan Procurements: Contract Types

12.1.2 Plan Procurements: Contract Types

12.1.2 Plan Procurements: Contract Types

12.1.2 Plan Procurements: Contract Types

Hybrid contractual arrangement containing aspects of both cost-

12.1.2 Plan Procurements: Contract Types

12.1.2 Plan Procurements: Contract Types

COST-REIMBURSABLE •No lengthy contractual issues No guarantee of work

12.1.3 Plan Procurements: Outputs

Procurement Describes how the procurement processes will be managed from

Documented the conclusion reached regarding what products,

Documents used to solicit proposals from prospective sellers such as:

12.1.3 Plan Procurements: Outputs (continued)

Criteria developed to rate or score seller(s) proposals such as:

Requested changes to the project management plans and subsidiary

Project Procurement Management Processes

Project Management Process Groups

12. Project 12.2 12.3

Across Project Management Process Groups

12.2 Conduct Procurements Process

Inputs Tools & Techniques Outputs

12..2.1.2 Procurement Documents Proposal Evaluation Procurement Contract

12.2 Project Procurement Management Data Flow Diagram

Source: PMBoK® Guide,4th Edition, p.329

Does each item have the same weight?

12.2.1 Conduct Procurements: Inputs

12.2.1.3 Source Selection