Ch12Procurement概要1.pptVIP

PMP Preparation Training Procurement Management Procurement Management Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration Contract Close-out Procurement Management Buyer-seller Relationship Buyer – The customer Seller – Contractor; vendor; supplier external to the performing organization The terms and conditions of the contract become key inputs to many of the seller’s processes Procurement Planning Includes consideration of potential subcontracts Procurement Planning Inputs Scope statement – Describes current project needs and strategies Product description – Defines the end product of the project; provides important information about any technical issues or concerns Procurement resources – Resources and expertise needed to support project procurement activities Market conditions – The products and services available in the marketplace Inputs (cont.) Other planning outputs Cost and schedule estimates Quality management plans Cash-flow projections WBS Identified risks Planned staffing Constraints – Factors that limit the buyer’s options, such as availability of funds Assumptions – Factors that, for planning purposes, will be considered to be true, real, or certain Tools Techniques Make-or-buy analysis – Determining if the product can be produced cost-effectively by the performing organization Expert judgment – Groups or individuals with specialized knowledge or training Tools Techniques (cont.) Contract-type selection Fixed price – A fixed total price for a well-defined product. May include incentives for meeting or exceeding selected project objectives. Cost reimbursable contacts – Payment to the seller of actual costs Direct costs – Costs incurred in implementing the project Indirect costs (Overhead) – Costs allocated to the project by the performing organization, as a cost of doing business. May include incentives for meeting or exceeding selected project objectives. Tools Techniques (cont.) Contract-type