12.3 Control Procurements
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12.2 Conduct Procurements
- 1. Conduct Procurements
- 2. Conduct Procurements Coincides with PMBOK 12.2 Process Group and Knowledge Area Mapping Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Schedule Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality 9. Project Resource Management 9.1 Plan Resource Management 9.2 Estimate Activity Resources 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 9.6 Control Resources 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Implement Risk Responses 11.7 Monitor Risks 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 13. Project Stakeholder Management 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
- 3. What is it? Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. Why? The key benefit of this process is that it selects a qualified seller and implements the legal agreement for delivery. The end results of the process are the established agreements including formal contracts. Conduct Procurements Coincides with PMBOK 12.2
- 4. Inputs Tools & Techniques Outputs 1. Project management plan • Scope management plan • Requirements management plan • Communications management plan • Risk management plan • Procurement management plan • Configuration management plan • Cost baseline 2. Project documents • Lessons learned register • Project schedule • Requirements • documentation • Risk register • Stakeholder register 3. Procurement documentation 4. Seller proposals 5. Enterprise environmental factors 6. Organizational process assets 1. Expert judgment 2. Advertising 3. Bidder conferences 4. Data analysis • Proposal evaluation 5. Interpersonal and team skills • Negotiation 1. Selected sellers 2. Agreements 3. Change requests 4. Project management plan updates • Requirements management plan • Quality management plan • Communications management plan • Risk management plan • Procurement management plan • Scope baseline • Schedule baseline • Cost baseline 5. Project documents updates • Lessons learned register • Requirements documentation • Requirements traceability matrix • Resource calendars • Risk register • Stakeholder register 6. Organizational process assets updates Inputs, Tools & Techniques, Outputs Conduct Procurements Coincides with PMBOK 12.2
- 5. 12.2 Conduct Procurements Project Management Plan • Lessons learned register • Project schedule • Requirements • documentation • Risk register • Stakeholder register • Sellers proposals Project Documents • Lessons learned register • Requirements documentation • Requirements traceability matrix • Resource calendars • Risk register • Stakeholder register • Scope management plan • Requirements management plan • Communications management plan • Risk management plan • Procurement management plan • Configuration management plan • Cost baseline Project Documents • Change Requests • Requirements management plan • Quality management plan • Communications management plan • Risk management plan • Procurement management plan • Scope baseline • Schedule baseline • Cost baseline Project Management Plan Enterprise/Orga nization • Organizational process assets • Selected Sellers• Enterprise organizational factors • Organizational process assets Conduct Procurements Coincides with PMBOK 12.2 Enterprise/Orga nization Procurement Documentation Sellers 12.3 Control Procurements 4.6 Perform Integrated Change Control 4.1 Develop Project Charter 4.5 Monitor and Control Project Work 4.7 Close Project or Phase 6.5 Develop Schedule 7.3 Determine Budget 9.6 Control Resources 12.3 Control Procurements 13.1 Identify Stakeholders 13.1 Identify Stakeholders • Agreements
- 6. Conduct Procurements - Inputs Coincides with PMBOK 12.2 Project Management Plan Project management plan components include: • Scope management plan • Requirements management plan • Communications management plan • Risk management plan • Procurement management plan • Configuration management plan • Cost baseline
- 7. Project Documents Project documents that should be considered as inputs for this process include: • Lessons learned register • Project schedule • Requirements documentation • Risk register • Stakeholder register Conduct Procurements - Inputs Coincides with PMBOK 12.2
- 8. Procurement Documentation Procurement documentation provides a written record used in reaching the legal agreement, and may include older documents predating the current project. Procurement documentation can include: • Bid Documents • Procurement statement of work • Independent cost estimates • Source selection criteria Conduct Procurements - Inputs Coincides with PMBOK 12.2
- 9. Seller Proposals • Seller proposals, prepared in response to a procurement document package, form the basic information that will be used by an evaluation body to select one or more successful bidders (sellers). • The evaluation body reviews each submitted proposal according to the source selection criteria and selects the seller that can best satisfy the buying organization’s requirements. Conduct Procurements - Inputs Coincides with PMBOK 12.2
- 10. Enterprise Environmental Factors The enterprise environmental factors that can influence the Conduct Procurements Process include: • Local laws and regulations regarding procurements • Local laws and regulations ensuring that the major procurements involve local sellers • External economic environment constraining procurement processes • Marketplace conditions • Information on relevant past experience with sellers, both good and bad • Prior agreements already in place • Contract management systems Conduct Procurements - Inputs Coincides with PMBOK 12.2
- 11. Organizational Process Assets The organizational process assets that can influence the Conduct Procurements process include but are not limited to: • List of preferred sellers that have been prequalified • Organizational policies that influence the selection of a seller • Specific organizational templates or guidelines that will determine the way agreements are drafted and built • Financial policies and procedures regarding invoicing and payment processes. Conduct Procurements - Inputs Coincides with PMBOK 12.2
- 12. Expert Judgement Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics: • Proposal evaluation • Technical or subject matter • Relevant functional areas such as finance, engineering, design, development, supply chain management, etc. • Industry regulatory environment • Laws, regulations, and compliance requirements • Negotiation Conduct Procurements – Tools & Techniques Coincides with PMBOK 12.2
- 13. Advertising Advertising is communicating with users or potential users of a product, service, or result. Existing lists of potential sellers often can be expanded by placing advertisements in general circulation publications such as selected newspapers or in specialty trade publications. Most government jurisdictions require public advertising or online posting of pending government contracts. Conduct Procurements – Tools & Techniques Coincides with PMBOK 12.2
- 14. Bidder Conferences Bidder conferences (also called contractor conferences, vendor conferences, and pre-bid conferences) are meetings between the buyer and prospective sellers prior to proposal submittal. They are used to ensure that all prospective bidders have a clear and common understanding of the procurement and no bidders receive preferential treatment. Conduct Procurements – Tools & Techniques Coincides with PMBOK 12.2
- 15. Data Analysis A data analysis technique that can be used for this process includes but is not limited to proposal evaluation. Proposals are evaluated to ensure they are complete and respond in full to the bid documents, procurement statement of work, source selection criteria, and any other documents that went out in the bid package. Conduct Procurements – Tools & Techniques Coincides with PMBOK 12.2
- 16. Interpersonal and Team Skills • Interpersonal and team skills that can be used for this process include negotiation. • Negotiation is a discussion aimed at reaching an agreement. Procurement negotiation clarifies the structure, rights, and obligations of the parties and other terms of the purchases so that mutual agreement can be reached prior to signing the contract. • The negotiation should be led by a member of the procurement team that has the authority to sign contracts. Conduct Procurements – Tools & Techniques Coincides with PMBOK 12.2
- 17. Selected Sellers • The selected sellers are those who have been judged to be in a competitive range based on the outcome of the proposal or bid evaluation. • Final approval of complex, high-value, high-risk procurements will generally require organizational senior management approval prior to award. Conduct Procurements – Outputs Coincides with PMBOK 12.2
- 18. Agreements A contract is a mutually binding agreement that obligates the seller to provide the specified products, services, or results; obligates the buyer to compensate the seller; and represents a legal relationship that is subject to remedy in the courts. The major components in an agreement document may include: Conduct Procurements – Outputs Coincides with PMBOK 12.2 • Incentives and penalties • Insurance and performance bonds • Subordinate subcontractor approvals • General terms and conditions • Change request handling • Termination clause and alternative dispute resolution mechanisms • Procurement statement of work or major deliverables • Schedule, milestones, or date by which a schedule is required • Performance reporting • Pricing and payment terms • Inspection, quality, and acceptance criteria • Warranty and future product support
- 19. Change Requests Change requests to the project management plan, its subsidiary plans, and other components are processed for review and disposition through the Perform Integrated Change Control process Conduct Procurements – Outputs Coincides with PMBOK 12.2
- 20. Project Management Plan Updates Any change to the project management plan goes through the organization’s change control process via a change request. Components of the project management plan that may require a change request for the project management plan include: • Requirements management plan • Quality management plan • Communications management plan • Risk management plan • Procurement management plan • Scope baseline • Schedule baseline • Cost baseline Conduct Procurements – Outputs Coincides with PMBOK 12.2
- 21. Project Document Updates Project documents that may be updated as a result of carrying out this process include: • Lessons learned register • Requirements documentation • Requirements traceability matrix • Resource calendars • Risk register • Stakeholder register Conduct Procurements – Outputs Coincides with PMBOK 12.2
- 22. Organizational Process Assets Updates Elements of the organizational process assets that can be updated as a result of the Conduct Procurements process can include: • Listings of prospective and prequalified sellers • Information on relevant experience with sellers, both good and bad. Conduct Procurements – Outputs Coincides with PMBOK 12.2
