Plan Purchases and Acquisitions: Inputs
12.2.2 Plan Contracting: Tools and Techniques
.1 Standard Forms Standard forms include standard contracts, standard descriptions of procurement items, non-disclosure agreements, proposal evaluation criteria checklists, or standardized versions of all parts of the needed bid documents. Organizations that perform substantial amounts of procurement can have many of these documents standardized. Buyer and seller organizations performing intellectual property transactions ensure that non-disclosure agreements are approved and accepted before disclosing any project specific intellectual property information to the other party. .2 Expert Judgment Described in Section 12.1.2.2.12.2.3 Plan Contracting: Outputs
.1 Procurement Documents Procurement documents are used to seek proposals from prospective sellers. A term such as bid, tender, or quotation is generally used when the seller selection decision will be based on price as when buying commercial or standard items, while a term such as proposal is generally used when other considerations, such as technical skills or technical approach, are paramount. However, the terms are often used interchangeably and care is taken not to make unwarranted assumptions about the implications of the term used. Common names for different types of procurement documents include invitation for bid, request for proposal, request for quotation, tender notice, invitation for negotiation, and contractor initial response. The buyer structures procurement documents to facilitate an accurate and complete response from each prospective seller and to facilitate easy evaluation of the bids. These documents include a description of the desired form of the response, the relevant contract statement of work and any required contractual provisions e.g., a copy of a model contract, non-disclosure provisions. With government contracting, some or all of the content and structure of procurement documents can be defined by regulation. The complexity and level of detail of the procurement documents should be consistent with the value of, and risk associated with, the planned purchase or acquisition. Procurement documents are rigorous enough to ensure consistent, comparable responses, but flexible enough to allow consideration of seller suggestions for better ways to satisfy the requirements. Inviting the sellers to submit a proposal that is wholly responsive to the request for bid and to provide a proposed alternative solution in a separate proposal can do this. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 282 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Issuing a request to potential sellers to submit a proposal or bid is done formally in accordance with the policies of the buyer’s organization, which can include publication of the request in public newspapers, in magazines, in public registries, or on the Internet. .2 Evaluation Criteria Evaluation criteria are developed and used to rate or score proposals. They can be objective e.g., “The proposed project manager needs to be a certified Project Management Professional, PMP ® ” or subjective e.g., “The proposed project manager needs to have documented previous experience with similar projects”. Evaluation criteria are often included as part of the procurement documents. Evaluation criteria can be limited to purchase price if the procurement item is readily available from a number of acceptable sellers. Purchase price in this context includes both the cost of the item and ancillary expenses such as delivery. Other selection criteria can be identified and documented to support an assessment for a more complex product or service. For example: • Understanding of need. How well does the seller’s proposal address the contract statement of work? • Overall or life-cycle cost. Will the selected seller produce the lowest total cost purchase cost plus operating cost? • Technical capability. Does the seller have, or can the seller be reasonably expected to acquire, the technical skills and knowledge needed? • Management approach. Does the seller have, or can the seller be reasonably expected to develop, management processes and procedures to ensure a successful project? 12 • Technical approach. Do the seller’s proposed technical methodologies, techniques, solutions, and services meet the procurement documentation requirements or are they likely to provide more than the expected results? • Financial capacity. Does the seller have, or can the seller reasonably be expected to obtain, the necessary financial resources? • Production capacity and interest. Does the seller have the capacity and interest to meet potential future requirements? • Business size and type. Does the seller’s enterprise meet a specific type or size of business, such as small business, women-owned, or disadvantaged small business, as defined by the buyer or established by governmental agency and set as a condition of being award a contract? • References. Can the seller provide references from prior customers verifying the seller’s work experience and compliance with contractual requirements? • Intellectual property rights. Does the seller assert intellectual property rights in the work processes or services they will use or in the products they will produce for the project? • Proprietary rights. Does the seller assert proprietary rights in the work processes or services they will use or in the products they will produce for the project? A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 283Parts
» Project Characteristics What is a Project?
» Projects vs. Operational Work
» Projects and Strategic Planning
» Introduction, defines key terms and provides an overview for the
» Project Life Cycle and Organization, describes the environment in
» Project Management Processes for a Project, describes the five
» Project Integration Management, describes the processes and
» Project Scope Management, describes the processes involved in
» Project Procurement Management, describes the processes that
» Project Management Body of Knowledge
» Application Area Knowledge, Standards and Regulations
» Understanding the Project Environment
» General Management Knowledge and Skills
» Interpersonal Skills Areas of Expertise
» Project Management Office Project Management
» What is Project Management? The Project Life Cycle 2.2 Project Stakeholders
» Organizational Influences Index of /misc
» Characteristics of the Project Life Cycle
» Characteristics of Project Phases
» Project Life Cycle and Product Life Cycle Relationships
» Project Stakeholders Index of /misc
» Organizational Structure Organizational Influences
» The Role of the PMO in Organizational Structures
» Project Management System Organizational Influences
» Project Management Processes Index of /misc
» Initiating Process Group Project management Process Groups
» Planning Process Group Project management Process Groups
» Executing Process Project management Process Groups
» Monitoring and Controlling Process Group
» Process Interactions Index of /misc
» Project Management Process Mapping
» Develop Project Charter – developing the project charter that formally
» Develop Preliminary Project Scope Statement – developing the preliminary
» Develop Project Management Plan – documenting the actions necessary to
» Direct and Manage Project Execution – executing the work defined in the
» Monitor and Control Project Work – monitoring and controlling the
» Integrated Change Control – reviewing all change requests, approving
» Close Project – finalizing all activities across all of the Project Management
» Develop Project Charter: Inputs
» Develop Project Develop Project
» Develop Preliminary Project Scope Statement: Inputs
» Develop Preliminary Project Scope Statement: Tools and Techniques
» Develop Preliminary Project Scope Statement: Outputs
» Develop Project Develop Project Management Plan
» Develop Project Management Plan: Outputs
» Direct and Manage Project Execution: Inputs
» Monitor and Control Project Work: Inputs Monitor and Control Project Work: Tools and Techniques
» Monitor and Control Project Work: Outputs
» Close Project: Inputs Close Project
» Close Project: Close Project
» Close Project: Outputs Close Project
» Scope Control – controlling changes to the project scope.
» Scope Planning: Scope Planning
» Scope Planning: Tools and Techniques Scope Planning:
» Scope Definition: Inputs Scope Definition
» Scope Definition: Tools and Techniques Scope Definition: Outputs
» Create WBS: Tools and Techniques
» Create WBS: Outputs Create WBS
» Scope Control: Inputs Scope Control
» Scope Control: Tools and Techniques
» Scope Control: Outputs Scope Control
» Activity Definition – identifying the specific schedule activities that need to
» Activity Sequencing – identifying and documenting dependencies among schedule activities.
» Activity Duration Estimating – estimating the number of work periods that
» Schedule Development – analyzing activity sequences, durations, resource
» Schedule Control Index of /misc
» Activity Definition: Inputs Activity Definition
» Activity Definition: Tools and Techniques
» Activity Definition: Outputs Activity Definition
» Activity Sequencing: Inputs Activity Sequencing
» Activity Sequencing: Tools and Techniques
» Activity Resource Estimating: Inputs
» Activity Resource Estimating: Tools and Techniques
» Activity Resource Estimating: Outputs
» Activity Duration Estimating: Inputs
» Activity Duration Activity Duration
» Activity Duration Estimating: Outputs
» Schedule Development: Inputs Schedule Development
» Schedule Development: Tools and Techniques
» Schedule Development: Outputs Schedule Development
» Schedule Control: Outputs Schedule Control
» Cost Estimating – developing an approximation of the costs of the resources
» Cost Budgeting – aggregating the estimated costs of individual activities or
» Cost Control – influencing the factors that create cost variances and
» Cost Estimating: Cost Estimating
» Cost Estimating: Tools and Techniques
» Cost Estimating: Outputs Cost Estimating
» Cost Budgeting: Inputs Cost Budgeting
» Cost Budgeting: Cost Budgeting
» Cost Budgeting: Outputs Cost Budgeting
» Cost Control: Inputs Cost Control: Tools and Techniques
» Cost Control: Outputs Cost Control
» Quality Planning – identifying which quality standards are relevant to the
» Perform Quality Assurance – applying the planned, systematic quality
» Perform Quality Control – monitoring specific project results to determine
» Quality Planning: Inputs Quality Planning
» Quality Planning: Tools and Techniques
» Quality Planning: Quality Planning
» Perform Quality Assurance: Inputs Perform Quality
» Perform Quality Assurance: Outputs
» Perform Quality Control: Inputs
» Perform Quality Control: Tools and Techniques
» Perform Quality Control: Outputs
» Human Resource Planning – Identifying and documenting project roles,
» Acquire Project Team – Obtaining the human resources needed to complete
» Develop Project Team – Improving the competencies and interaction of team
» Manage Project Team – Tracking team member performance, providing
» Human Resource Planning: Inputs
» Human Resource Planning: Tools and Techniques
» Human Resource Planning: Outputs
» Acquire Project Team: Inputs
» Acquire Project Team: Tools and Techniques
» Acquire Project Team: Outputs
» Develop Project Team: Inputs Develop Project Team: Tools and Techniques
» Manage Project Team: Tools and Techniques
» Manage Project Team: Outputs
» Communications Planning: Inputs Communications Planning
» Communications Planning: Tools and Techniques
» Communications Planning: Outputs Communications Planning
» Information Distribution: Inputs Information Distribution
» Information Distribution: Tools and Techniques
» Information Distribution: Outputs Information Distribution
» Performance Reporting: Inputs Performance Reporting: Tools and Techniques
» Performance Reporting: Outputs Performance Reporting
» Manage Stakeholders: Inputs Manage Stakeholders: Tools and Techniques
» Manage Stakeholders: Outputs Manage Stakeholders
» Risk Management Planning: Inputs
» Risk Management Planning: Tools and Techniques
» Risk Management Planning: Outputs
» Risk Identification: Inputs Risk Identification: Tools and Techniques
» Qualitative Risk Analysis: Inputs
» Qualitative Risk Analysis: Tools and Techniques
» Qualitative Risk Analysis: Outputs
» Quantitative Risk Analysis: Inputs
» Quantitative Risk Analysis: Tools and Techniques
» Quantitative Risk Analysis: Outputs
» Risk Response Planning: Inputs
» Risk Response Planning: Tools and Techniques
» Risk Response Planning: Outputs
» Risk Monitoring and Control: Inputs Risk Monitoring and Control: Tools and Techniques
» Risk Monitoring and Control: Outputs
» Plan Purchases and Acquisitions – determining what to purchase or acquire
» Plan Contracting – documenting products, services, and results requirements
» Request Seller Responses – obtaining information, quotations, bids, offers,
» Select Sellers – reviewing offers, choosing among potential sellers, and
» Contract Administration – managing the contract and relationship between
» Contract Closure – completing and settling each contract, including the
» Plan Purchases and Acquisitions: Inputs
» Plan Purchases and Acquisitions: Tools and Techniques
» Cost-Plus-Fee CPF or Cost-Plus-Percentage of Cost CPPC. Seller
» Plan Purchases and Acquisitions: Outputs
» Plan Contracting: Inputs Plan Contracting
» Plan Contracting: Tools and Techniques
» Plan Contracting: Outputs Plan Contracting
» Request Seller Responses: Inputs
» Request Seller Responses: Tools and Techniques
» Request Seller Responses: Outputs
» Select Sellers: Inputs Select Sellers
» Select Sellers: Tools and Techniques
» Select Sellers: Outputs Select Sellers
» Contract Administration: Inputs Contract Administration: Tools and Techniques
» Contract Administration: Outputs Contract Administration
» Contract Closure: Inputs Contract Closure
» Contract Closure: Tools and Techniques
» - Introduction Changes Contract Closure: Outputs
» - Project Life Cycle and Organization Changes
» - Project Management Processes for a Project Changes
» - Project Integration Management Changes
» - Project Scope Management Changes
» - Project Time Management Changes - Project Cost Management Changes
» - Project Quality Management Changes
» - Project Human Resource Management Changes
» - Project Communications Management Changes
» - Project Risk Management Changes - Project Procurement Management Changes
» Introduction Contract Closure: Outputs
» Project Life Cycle and Organization
» Project Management Processes for a Project
» Project Integration Management Contract Closure: Outputs
» Project Scope Management Contract Closure: Outputs
» Project Time Management Contract Closure: Outputs
» Project Cost Management Contract Closure: Outputs
» Project Quality Management Contract Closure: Outputs
» Project Human Resource Management
» Project Communications Management Contract Closure: Outputs
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