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A Guide to Project Management

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Unformatted text preview: aints .7 Assumptions .2 Tools and Techniques .1 Make-or-buy analysis .2 Expert judgment .3 Contract type selection .3 Outputs .1 Procurement management plan .2 Statement(s) of work 12.2 Solicitation Planning .1 Inputs .1 Procurement management plan .2 Statement(s) of work .3 Other planning outputs .2 Tools and Techniques .1 Standard forms .2 Expert judgment .3 Outputs .1 Procurement documents .2 Evaluation criteria .3 Statement of work updates 12.3 Solicitation .1 Inputs .1 Procurement documents .2 Qualified seller lists .2 Tools and Techniques .1 Bidder conferences .2 Advertising .3 Outputs .1 Proposals ment ment geE L geE PL P 12.4 Source Selection .1 Inputs .1 Proposals .2 Evaluation criteria .3 Organizational policies .2 Tools and Techniques .1 Contract negotiation .2 Weighting system .3 Screening system .4 Independent estimates .3 Outputs .1 Contract 12.5 Contract Administration .1 Inputs .1 Contract .2 Work results .3 Change requests .4 Seller invoices .2 Tools and Techniques .1 Contract change control system .2 Performance reporting .3 Payment system .3 Outputs .1 Correspondence .2 Contract changes .3 Payment requests 12.6 Contract Closeout .1 Inputs .1 Contract documentation .2 Tools and Techniques .1 Procurement audits .3 Outputs .1 Contract file .2 Formal acceptance and closure Figure 121. Project Procurement Management Overview 148 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Chapter 12--Project Procurement Management This chapter assumes that the seller is external to the performing organization. Most of the discussion, however, is equally applicable to formal agreements entered into with other units of the performing organization. When informal agreements are involved, the processes described in Project Human Resource Management, Chapter 9, and Project Communications Management, Chapter 10, are more likely to apply. 12.1 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 and should be accomplished during the scope definition effort. It involves consideration of whether to procure, how to procure, what to procure, how much to procure, and when to procure. When the project obtains products and services (project scope) from outside the performing organization, the processes from solicitation planning (Section 12.2) through contract closeout (Section 12.6) would be performed once for each product or service item. The project management team may want to seek support from spets in the disciplines of contracting and procurement when needed, and involve them early in the process as a member of the project team. When the project does not obtain products and services from outside the performing organization, the processes from solicitat...
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