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4/14/12

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Project Procurement Management

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Topics
v Procurement Plan
v Arjay Dela Cruz

v Solicitation Planning
v Andrea Ramos

v Solicitation
v Michelle Rose Hernal

v Source Selection
v Ma. Gella Monancillo
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v Contract Administration

Project Procurement Management


A subset of Project Management that includes the processes required to acquire goods and services from outside the performing organization. For simplicity, goods and services, whether one or many, will generally be referred to as a product.
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Project Procurement Management Overview


PROJECT PROCUREMENT MANAGEMENT

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PROCUREMENT PLANNING

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PROCUREMENT PLANNING

Procurement planning is the process of identifying which project needs can be best met by procuring products or services outside the project organization. It involves consideration of whether to procure, how to procure, what to procure, how much to procure, and when to procure it. planning should also

Procurement
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Inputs to Procurement Planning


Scope

statement

The scope statement describes the

current project boundaries. It provides important information about project needs and strategies that must be considered during procurement planning.

Product

description

The description of the product of the


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project provides important information

Inputs to Procurement Planning


Procurement

resources

If the performing organization does not

have a formal contracting group, the project team will have to supply both the resources and the expertise to support project procurement activities.

Market

conditions

The procurement planning process must


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consider what products and services are available in the marketplace, from

Inputs to Procurement Planning


Other

planning outputs

To the extent that other planning

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outputs are available, they must be considered during procurement planning. Other planning outputs which must often be considered include preliminary cost and schedule estimates, quality management plans, cash flow projections, the work breakdown structure, identified risks, and planned staffing.

Inputs to Procurement Planning


Constraints
Constraints are factors that limit the

buyers options. One of the most common constraints for many projects is funds availability.

Assumptions
Assumptions are factors that, for

planning purposes, will be considered to be true, real, or certain.

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Tools and Techniques for Procurement Planning


Make-or-buy

analysis

This is a general management

technique which can be used to determine whether a particular product can be produced cost-effectively by the performing organization. Both sides of the analysis include indirect as well as direct costs.

the perspective of the performing organization as well as the immediate 4/14/12

A make-or-buy analysis must also reflect

Tools and Techniques for Procurement Planning


Expert

judgment

Expert judgment will often be required

to assess the inputs to this process. Such expertise may be provided by any group or individual with specialized knowledge or training and is available from many sources including:

Other units within the performing organization. Consultants. Professional and technical associations.

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Tools and Techniques for Procurement Planning


Contract

type selection

Different types of contracts :

Fixed price or lump sum contracts: involve a fixed total price for a well-defined product or service. to the seller for direct and indirect costs.

Cost reimbursable contracts: involve payment Time and material contracts: hybrid of both

fixed price and cost reimbursable contracts, often used by consultants


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Unit price contracts: require the buyer to pay

the seller a predetermined amount per unit of

Outputs from Procurement Planning


Procurement

management plan

The procurement management plan

should describe how the remaining procurement processes (from solicitation planning through contract close-out) will be managed.

be formal or informal, highly detailed or broadly framed, based on the needs of the project. It is a subsidiary element of the overall project plan described in 4/14/12

A procurement management plan may

Outputs from Procurement Planning


Statement(s)

of work (SOW)

A statement of work is a description

of the work required for the procurement.

If a SOW is used as part of a contract to

describe only the work required for that particular contract, it is called a contract statement of work. good SOW gives bidders a better

A SOW is a type of scope statement. A 4/14/12

Statement Of Work (SOW) Template

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Solicitation Planning

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Solicitation Planning
Solicitation planning involves preparing the documents needed to support solicitation.

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Inputs to Solicitation Planning


Procurement Statement(s) Other

management plan Of Work (SOW)

planning outputs

This have been modified from when they were considered as part of procurement planning, should be reviewed again as part of solicitation. In particular, solicitation planning should be closely coordinated with the project schedule.

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Tools and Techniques for Solicitation Planning


Standard

forms

Standard forms may include standard

contracts, standard descriptions of procurement items, or standardized versions of all or part of the needed bid documents. Organizations that do substantial amounts of procurement should have many of these documents standardized.

Expert judgment

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Outputs from Solicitation Planning


Procurement

documents.

Procurement documents are used to

solicit proposals from prospective sellers. The terms bid and quotation are generally used when the source selection decision will be price-driven (as when buying commercial items), while the term proposal is generally used when non-financial considerations such as technical skills or approach are paramount (as when buying professional services). 4/14/12

A bid, also called a tender or quote (short for quotation), is a document prepared by sellers providing pricing for standard items that have been clearly defined by the buyer.

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A proposal is a document prepared by a seller when there are different approaches for meeting buyer needs.

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Outputs from Solicitation Planning


Procurement documents may consist of:

Information for sellers

Background information Procedures for replying Guidelines for preparation of the proposal Evaluation criteria Pricing forms

SOW Proposed T&C in the contract.

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seller must be aware of all the work

Outputs from Solicitation Planning


Well designed procurement documents

have the following effects:


Easier comparison of sellers response More complete proposals More accurate pricing Decrease in the amount of changes to the project.

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Outputs from Solicitation Planning


Evaluation

criteria

Evaluation criteria are used to rate or

score proposals.
Evaluation criteria are often included as

part of the procurement documents.


Selection criteria may include:

Understanding of needs Overall or life-cycle cost Technical capability approach

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Outputs from Solicitation Planning


Statement

of work updates

Modifications to one or more statements

of work may be identified during solicitation planning.

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Solicitation

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Solicitation
Solicitation

involves obtaining information (bids and proposals) from prospective sellers on how project needs can be met. Most of the actual effort in this process is expended by the prospective sellers, normally at no cost to the project.

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Inputs to Solicitation
Procurement

documents

Procurement Documents are used to

solicit proposals from prospective sellers. Common names for different types of procurement documents include: Invitation for Bid (IFB), Request for Proposal (RFP), Request for Quotation (RFQ), Invitation for Negotiation, and Contractor Initial Response.

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Inputs to Solicitation
Qualified

seller lists

Some organizations maintain lists or

files with information on prospective sellers. These lists will generally have information on relevant experience and other characteristics of the prospective sellers. If such lists are not readily available, the project team will have to develop its own sources.

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Qualified seller lists

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Tools and Techniques for Solicitation


Bidder

conferences

Bidder conferences are meetings with

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prospective sellers prior to preparation of a proposal. They are used to ensure that all prospective sellers have a clear, common understanding of the procurement (technical requirements, contract requirements, etc.). Responses to questions may be incorporated into the procurement documents as amendments.

Tools and Techniques for Solicitation


Advertising
Existing lists of potential sellers can

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often be expanded by placing advertisements in general circulation publications such as newspapers or in specialty publications such as professional journals. Some government jurisdictions require public advertising of certain types of procurement items; most government jurisdictions require public advertising of subcontracts on a

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Outputs from Solicitation


Proposals
Proposals are seller-prepared

documents that describe the sellers ability and willingness to provide the requested product. They are prepared in accordance with the requirements of the relevant procurement documents.

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Source Selection

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Source Selection
Source selection involves the receipt of bids or proposals and the application of the evaluation criteria to select a provider. This process is seldom straightforward:
Price may be the primary determinant

for an off-the-shelf item, but the lowest proposed price may not be the lowest cost if the seller proves unable to deliver the product in a timely manner.

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Source Selection

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Inputs to Source Selection


Proposals Evaluation

criteria policies

Organizational

Any and all of the organizations

involved in the project may have formal or informal policies that can affect the evaluation of proposals.

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Tools and Techniques for Source Selection


Contract

negotiation

and mutual agreement on the structure and requirements of the contract prior to the signing of the contract. To the extent possible, final contract language should reflect all agreements reached. Subjects covered generally include, but are not limited to, responsibilities and authorities, applicable terms and law, technical and business management approaches, 4/14/12 contract financing, and price.

Contract negotiation involves clarification

Tools and Techniques for Source Selection


Weighting

system

A weighting system is a method for

quantifying qualitative data in order to minimize the effect of personal prejudice on source selection. Most such systems involve :

Assigning a numerical weight to each of the evaluation criteria. Rating the prospective sellers on each criterion. the weight by the rating.

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Tools and Techniques for Source Selection


Screening

system

A screening system involves

establishing minimum requirements of performance for one or more of the evaluation criteria. For example, a prospective seller might be required to propose a project manager who is a Project Management Professional (PMP) before the remainder of their proposal would be considered.

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Tools and Techniques for Source Selection


Independent

estimates

For many procurement items, the

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procuring organization may prepare its own estimates as a check on proposed pricing. Significant differences from these estimates may be an indication that the SOW was not adequate or that the prospective seller either misunderstood or failed to respond fully to the SOW. Independent estimates are often referred to as should cost

Outputs from Source Selection


Contract
A contract is a mutually binding

agreement which obligates the seller to provide the specified product and obligates the buyer to pay for it.

to remedy in the courts. The agreement may be simple or complex, usually (but not always) reflecting the simplicity or complexity of the product. It may be called, among other names, a contract, 4/14/12

A contract is a legal relationship subject

Contract Administration

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Contract Administration

The Contract Administration process helps to assure the projects goals and needs are on track and on schedule and the seller is behaving appropriately. The Contract Administration process is a part of the Monitoring and Controlling Process Group.

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Inputs to Contract Administration


Contract- A contract is an agreement

between the buyer and the seller which details their legal requirements and obligations. Management Plan utilizes the existing contract requirements to provide the buyer and the seller with guidelines for administering and monitoring contracts for significant purchases or acquisitions.

Contract Management Plan- The Contract

Selected Sellers- The selected sellers are

sellers that the buyer deems the best candidates for the project and that have 4/14/12

Inputs to Contract Administration


Performance Reports- Performance

reports are more detailed than work performance information, they use methods such as bar charts and Scurves to organize and summarize information such as earned value management and project work progress.

Approved change requests verify which changes to contracts or procurement 4/14/12

Approved Change Requests-

The tools and techniques for the Contract Administration


Once you have been able to get through the selection/acquisition phase, the project manager needs to track administrative issues, contract changes, and the seller's progress and quality of work to assure that the project is running smoothly. The tools and techniques for the Contract Administration process are:
Contract Change Control System-

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contract change control system

The tools and techniques for the Contract Administration


Review- A buyer-conducted performance review tracks the vendors progress in execution and product delivery within contractual parameters. Hopefully, your organization is including the cost and project schedule in the contract. The purpose is to manage contract performance by recognizing performance success and failures, anticipated completion on the contract statement of work, and finally identify 4/14/12
Buyer-conducted Performance

The tools and techniques for the Contract Administration


Performance Reporting-

Performance reporting involves gathering the vendors performance data and distributing it to stakeholders. Performance Reporting can help to alert management on whether the vendor is meeting contractual objectives. are tools and claims administration processes used for Contract Administration. The buyer uses a

Payment System- Payment systems

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The tools and techniques for the Contract Administration


records management system is a set of processes, related control functions, and automation tools which are used to manage contract documentation and records. Project managers use records management systems to manage contract documentation and records; to keep an index of contract documents and correspondence; and for help with retrieving, accessing, and archiving that documentation. 4/14/12
Records Management System- A

Outputs from Contract Administration


Contract

DocumentationContract documentation includes the contract, schedules, requested unapproved contract changes, approved change requests, any seller-developed technical documentation, and work performance information.

Changes- Requested changes to the Project Management 4/14/12

Requested

The Contract Administration process outputs


Organizational

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Process Assets (Updates)- Updates to organizational process assets consist of the buyers' and vendors' written records of all contract administration, including actions taken and decisions made, results of buyer audits and inspections, payment schedule updates, and seller performance evaluation

Contract Close-out

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Contract Close-out
Contract close-out is similar to administrative closure in that it involves both product verification (Was all work completed correctly and satisfactorily?) and administrative close-out (updating of records to reflect final results and archiving of such information for future use). The contract terms and conditions may prescribe specific procedures for 4/14/12 contract close-out. Early termination of

Inputs to Contract Closeout


Contract

documentation

Contract documentation includes, but is

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not limited to, the contract itself along with all supporting schedules, requested and approved contract changes, any seller-developed technical documentation, seller performance reports, financial documents such as invoices and payment records, and the results of any contract-related inspections.

Tools and Techniques for Contract Close-out


Procurement

Audits

A procurement audit is a structured

review of the procurement process from procurement planning through contract administration. The objective of a procurement audit is to identify successes and failures that warrant transfer to other procurement items on this project or to other projects within the performing organization.

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Outputs from Contract Close-out


Contract

file

A complete set of

indexed records should be prepared for inclusion with the final project records.

Formal acceptance and closure


The person or

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