A Guide to Project Management

A Guide to Project Management

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Unformatted text preview: ion planning (Section 12.2) through contract closeout (Section 12.6) would not be performed. Procurement planning should also include consideration of potential sellers, particularly if the buyer wishes to exercise some degree of influence or control over contracting decisions. A Guide to the A Guide to the Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL Inputs .1 .2 .3 .4 .5 .6 .7 Scope statement Product description Procurement resources Market conditions Other planning outputs Constraints Assumptions MP AM SA S Tools & Techniques .1 Make-or-buy analysis .2 Expert judgment .3 Contract type selection Outputs .1 Procurement management plan .2 Statement(s) of work 12.1.1 Inputs to Procurement Planning .1 Scope statement. The scope statement (see Section 5.2.3.1) describes the current project boundaries. It provides important information about project needs and strategies that must be considered during procurement planning. .2 Product description. The description of the product of the project (described in Section 5.1.1.1) provides important information about any technical issues or concerns that would need to be considered during procurement planning. 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 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 149 ACROYMNS LIST Chapter 12--Project Procurement Management 12.1.1.3 | 12.1.3.2 .3 .4 .5 ment ment .6 .7 The product description is generally broader than a statement of work. A product description describes the ultimate end product of the project; a statement of work (discussed in Section 12.1.3.2) describes the portion of that product to be provided by a seller to the project. However, if the performing organization chooses to procure the entire product, then the distinction between the two terms disappears. Procurement resources. If the performing organization does not have a formal contracting group, then 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 consider what products and services are available in the marketplace, from whom, and under what terms and conditions. Other planning outputs. To the extent that other planning outputs are available, they must be considered during procurement planning. Other planning outputs that 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. Constraints. Constraints are factors that limit the buyer's 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. geE L geE PL P 12.1.2 Tools and Techniques for Procure...
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This document was uploaded on 09/27/2013.

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