Licensed To Christopher DSouza PMI MemberID 403800 This copy is a PMI Member

Licensed to christopher dsouza pmi memberid 403800

  • Conestoga College
  • ACCT 72095
  • Test Prep
  • fdastourian
  • 616
  • 89% (27) 24 out of 27 people found this document helpful

This preview shows page 404 - 407 out of 616 pages.

Licensed To: Christopher D'Souza PMI MemberID: 403800 This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Image of page 404
379 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – Fifth Edition 12 - PROJECT PROCUREMENT MANAGEMENT 12 12.2.3.5 Project Management Plan Updates Elements of the project management plan that may be updated include, but are not limited to: s Cost baseline, s Scope baseline, s Schedule baseline, s Communications management plan, and s Procurement management plan. 12.2.3.6 Project Documents Updates Project documents that may be updated include, but are not limited to: s Requirements documentation, s Requirements traceability documentation, s Risk register, and s Stakeholder register. 12.3 Control Procurements Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate. The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement. The inputs, tools and techniques, and outputs of this process are depicted in Figure 12-6. Figure 12-7 depicts the data flow diagram of the process. Inputs Tools & Techniques Outputs .1 Project management plan .2 Procurement documents .3 Agreements .4 Approved change requests .5 Work performance reports .6 Work performance data .1 Contract change control system .2 Procurement performance reviews .3 Inspections and audits .4 Performance reporting .5 Payment systems .6 Claims administration .7 Records management system .1 Work performance information .2 Change requests .3 Project management plan updates .4 Project documents updates .5 Organizational process assets updates Figure 12-6. Control Procurements: Inputs, Tools & Techniques, and Outputs Licensed To: Christopher D'Souza PMI MemberID: 403800 This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Image of page 405
380 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – Fifth Edition 12 - PROJECT PROCUREMENT MANAGEMENT Project Procurement Management 12.3 Control Procurements 12.1 Plan Procurement Management 12.2 Conduct Procurements =! W 470!5*7+472'3(*! ! .3+472'9.43 =!",7**2*398 =! P 74(:7*2*39!)4(:2*398 =! P 74/*(9!)4(:2*398! ! :5)'9*8 =! C -'3,* ! 7*6:*898 =! Work ! ! 5*7+472'3(*! ! 7*54798 =! Wo 70!5*7+472'3(*!)'9' =! A 5574;*)!(-'3,*!7*6:*898!! =! P 74/*(9 ! 2'3',*2*39 ! 51'3 =! P 74/*(9 ! 2'3',*2*39 ! 51'3!:5)'9*8 =! O 7,'3.<'9.43'1!574(*88 ! '88*98!:5)'9*8 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.5 Perform Integrated Change Control 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work Enterprise/ Organization Project Documents Figure 12-7. Control Procurements Data Flow Diagram Both the buyer and the seller will administer the procurement contract for similar purposes. Each are required to ensure that both parties meet their contractual obligations and that their own legal rights are protected. The legal nature of the contractual relationship makes it imperative that the project management team is aware of the legal implications of actions taken when controlling any procurement. On larger projects with multiple providers, a key
Image of page 406
Image of page 407

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture