Beruflich Dokumente
Kultur Dokumente
Olga Botero PM630-1004A-01 Contracting and procurement in project management Dr. Tony Prensa October 8th 2010
Processes
Products ADC project-scheduling tool for the entire company eliminating duplicate software and obtaining quality suppliers, quantity discounts, lower paperwork cost and standardized practices (Kerzner, 2004, p. 840)
Plan procurement, document requirements and identify potential vendors Conduct procurement, choose vendor, award contract Administer contract performance, monitor progress and administer change management Close procurement, document outcome, close contract and adjust finances
Executive Summary
Project Integration Procurement Management Processes Contract Types
SOW - Statement of Work SOO - Statement of Objectives
Plan Procurement Conduct Procurement Administer Procurement Close Procurement
Fix price Lump sum Cost plus fixed fee Guarantee Max. Share Savings
Project management knowledge area part of process groups From the Project Plan
Conduct Procurement
Review winning bid specifications Check references Develop contract agreement Compare methodologies Execute software acquisition contract Or Service acquisition contract Execute Hardware acquisition contract
Close procurement
Review end result according to SOO Project sign off by stakeholders and sponsors Close financial transactions Resolve inconsistencies Negotiate and mediate if possible Litigate if necessary
Contractor responsibilities
Contractor SOW Contractor internal expertise
ACME Development Corporation
Disadvantages
Too much time to develop specifications Requires exact knowledge of requirements Seller may inflate prices to cover contingencies Buyer may not get a quality product if seller cuts corners to finish earlier ADC will not have expertise in-house unless they are trained by the vendor
miscommunication between the major parties. Two, it prevents rework that results from misunderstandings. Three, it reduces the cost impact of fixes since the opportunity for rework has lessened. (Kliem, 1999)
Summary
We will use all the procurement processes: plan, execute, administer and close We will use a Request for Quotation (RFP) and require SOW from each vendor The Guarantee maximum share savings is our contract of choice The project success depends on the contract detail, clarity and fairness.
References
Gogulski, P, (2002, December), Avoiding Construction Claims through Guaranteed Maximum Contracts, Retrieved October 7th 2010 from http://www.aci-na.org/static/ entransit/GMAX.pdf Kerzner, H. (2009). Project Management: A systems approach to planning, scheduling, and controlling. Hoboken, New Jersey: John Wiley & Sons Inc. Kliem, R, Ludin, R, (1999), Tools and Tips for Todays Project Manager, Colorado Technical University, Safari Books Online Project Management Institute, Inc. 2008, A Guide to the Project Management Body of Knowledge Fourth Edition Procurement Management, (2010) Retrieved October 7th 2010 from http://www.epiqtech.com/PurchaseProcurement-Management.htm