Project Procurement Management

Project Procurement Management
 Project Procurement
Management includes the
processes required to
acquire goods and services,
to attain project scope, from
outside the performing
organization.
 For simplicity, goods and
services, whether one or
many, will generally be
referred to as products
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 Project Procurement Management consists of the following
processes:
• Procurement Planning: determining what to procure and when.
• Solicitation Planning: documenting product requirements and
identifying potential sources.
• Solicitation: obtaining quotations, bids, offers, or proposals, as
appropriate.
• Source Selection: choosing from among potential sellers.
• Contract Administration: managing the relationship with the
seller.
• Contract Closeout: completion and settlement of the contract,
including resolution of any open items

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 Procurement Planning
• process of identifying which project needs can be best met by procuring
products or services outside the project organization and should be
accomplished during the scope definition effort.

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• Inputs to Procurement Planning
─ Scope statement:
• describes the current project boundaries and provides
important information about project needs and strategies

that must be considered during procurement planning
─ Product description:
• provides important information about any technical issues or
concerns that would need to be considered during

procurement planning
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─ Procurement resources:
• If the performing organization does not have a formal contracting
group, then the project team will have to supply both the resources
and the expertise to support project procurement activities.
─ Market conditions:
• The procurement planning process must consider what products and
services are available in the marketplace, from whom, and under
what terms and conditions.

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─Other planning outputs:
• other planning outputs must be considered during procurement
planning:
o preliminary cost
o schedule estimates
o quality management plans
o cash-flow projections
o work breakdown structure
o identified risks
o planned staffing.
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─ Constraints:
• Constraints are factors that limit the buyer’s options.
• One of the most common constraints for many
projects is funds availability.

─ Assumptions:
• Assumptions are factors that, for planning purposes,
will be considered to be true, real, or certain.

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• Tools and Techniques for Procurement Planning
─ Make-or-buy analysis

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─ Expert judgment
• required to assess the inputs to planning process.
• may be provided by any group or individual with
specialized knowledge or training
• available from many sources:
o Other units within the performing organization.
o Consultants.
o Professional and technical associations.
o Industry groups.

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─ Expert judgment

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─ Contract type selection
• Fixed-price or lump-sum contracts
• Cost-reimbursable contracts
• Time and material contracts

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1- Fixed-price or lump-sum contracts
• Fixed total price for a well-defined product
• If the product is not well defined, both the buyer and seller are at
risk
─ the buyer may not receive the desired product
─ the seller may need to incur additional costs to provide it.
• may include incentives for meeting or exceeding selected project
objectives

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• Advantages
─ Low risk to the owner
─ 'Fixed' construction cost
─ Minimize change orders
─ Owner supervision is reduced
─ The contractor will try to complete the project faster
─ Accepted widely as a contracting method
─ Bidding analysis and selection process is relatively easy
─ The contractor will maximize its production and performance

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• Disadvantages
─ present the highest risk to the contractor.
─ Changes are difficult to quantify
─ The Owner might reject change order requests
─ The project needs to be designed completely before the
commencement of activities
─ The contractor will select its own means and methods
─ Higher contract prices that could cover unforeseen conditions
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2- Cost-reimbursable contracts
• involves payment (reimbursement) to the seller for its actual
costs, plus typically a fee representing seller profit.
• different calculation methods can be used:
─ Unit price: payment based on performed quantities at set unit
prices
─ Cost Plus Fixed Fee: payment based on actual costs and fixed fee
─ Cost Plus Incentive Fee: payment based on actual cost plus an
─ Cost Plus Award Fee: payment based on actual cost plus
performance based fee

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• Costs are usually classified as:
─ Direct costs are costs incurred for the exclusive benefit of the
project (e.g. salaries of full-time project staff)
─ Indirect costs, also called overhead costs, are costs allocated to
the project by the performing organization as a cost of doing
business (e.g., salaries of corporate executives)
• Indirect costs are usually calculated as a percentage of direct
costs.
• Cost-reimbursable contracts often include incentives for
meeting or exceeding selected project objectives
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• Advantages
─ save time on main projects
─ improve project quality
• allows bringing in the contractor earlier during the design phase
to work with the designer helping identify
─ help saving money
• Compared to fixed price contracts, the contractor bares
minimum risks while the STA bares all risks.
• This might seem a disadvantage at first, but under these
conditions the contractor does not have the need to include
contingency costs and if tight control is executed by the buyer,
then this contingency costs become savings.
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• Disadvantages
─ final costs of the project are unknown
• If the project goes over the initial estimate, the owner can face
severe budgetary problems
─ the owner has to review and approve the all contractor
claimed expenditures (additional payments) thus increasing
the administrative costs
─ The owner faces the risk of contractor disputes when this
expenditures are not approved

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3- Time and Material contracts
• hybrid type of contractual arrangements
─ contain aspects of both cost-reimbursable and fixed-price-type arrangements
─ resemble cost-type arrangements in that they are open ended
• the full value of the arrangement is not defined at the time of the award
• contract value can grow
─ resemble fixed-unit arrangements
• when the unit rates are preset by the buyer and seller,
• Example: when both parties agree on the rates for the category of “senior
engineers.”

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• Advantages
─ flexibility and opportunity to adjust requirements, shift
directions, replace features, etc.
─ involve users to get the very product
─ high level of visibility and transparency in the billing process
• when a consultant bills by the hour with expenses, they are
ensured of being paid for their time, regardless of how long the
project takes.
─ The client has the freedom to change the specifications of the
project, or to add new components,
• such changes will incur more time on the project, and hence a
higher invoice.
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• Disadvantages
─ the consultant can bill too many hours or bills haphazardly
─ could exceed the client's budget
─ can cause friction between the seller and buyer if the budget runs
out before the contract is completed and the consultant is left with
major cash flow stress.

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• Outputs from Procurement Planning
─ Procurement management plan:
• Part of the project plan
• may be formal or informal, highly detailed or broadly framed,
based on the needs of the project
• describes how the remaining procurement processes (starting
from solicitation planning through contract closeout) will be
managed.

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• answers on the following questions :

oWhat types of contracts will be used?
oIf independent estimates will be needed as evaluation

criteria, who will prepare them and when?
oIf the performing organization has a procurement department,
what action can the project management team take on its own?

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• Answers on the following questions :

oIf standardized procurement documents are needed,
where can they be found?
oHow will multiple providers be managed?
oHow will procurement be coordinated with other project

aspects, such as scheduling and performance reporting?
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─ Statement(s) of work (SOW) :
• describes the procurement item in sufficient detail to allow
prospective sellers to determine if they are capable of
providing the item.
• “Sufficient detail” may vary, based on the nature of the
item, the needs of the buyer, or the expected contract
form.

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 Solicitation Planning
• involves preparing the documents needed to support solicitation.

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• Inputs to Solicitation Planning
─ All outputs of Procurement Panning:
• Procurement management plan
• Statement(s) of work.
• Other planning outputs
may have been modified from when they were considered as
part of procurement planning, should be reviewed again as
part of solicitation
solicitation planning should be closely aligned with the project

schedule
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• Tools and Techniques for Solicitation Planning
─ Standard forms that include:
• standard contracts
• standard descriptions of procurement items
• standardized versions of all or part of the needed bid documents
Organizations that do substantial amounts of procurement should
have many of these documents standardized.
─ Expert judgment

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• Outputs from Solicitation Planning
─ Procurement documents:
• are used to solicit proposals from prospective sellers
• terms bid and quotation are generally used when the source
selection decision will be based on price (as when buying
commercial or standard items),
• term proposal is generally used when other considerations, such
as technical skills or technical approach, are paramount.

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─ Procurement documents:
• Common procurement documents include:
o Invitation for Bid (IFB)
o Request for Proposal (RFP)
o Request for Quotation (RFQ)
o Invitation for Negotiation
o Contractor Initial Response

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─ Evaluation criteria
• are used to rate or score proposals.
• are often included as part of the procurement documents.
• may be limited to purchase price if the procurement item is
readily available from a number of acceptable sources
o purchase price in this context includes both the cost of the
item and other expenses such as delivery

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• may be not limited to purchase price other selection criteria
must be identified and documented to support an
assessment:
o Understanding of need
o Overall or life-cycle cost
o Management approach
o Financial capacity

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─ Statement of work updates:
• Modifications to one or more statements of work may be
identified during solicitation planning

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 Solicitation
• involves obtaining responses (bids and proposals) from
prospective sellers on how project needs can be met

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 Solicitation
• Inputs to Solicitation
─ Procurement documents
─ Qualified seller lists:
• lists or files with information on prospective sellers.
• generally have information on relevant past experience and
other characteristics of the prospective sellers

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 Solicitation
• Inputs to Solicitation
─ Procurement documents
─ Qualified seller lists:

• lists or files with information on prospective sellers.
• generally have information on relevant past experience and other

characteristics of the prospective sellers

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 Solicitation
─ Bidder conferences:

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 Solicitation
─ Bidder conferences:
• also called contractor conferences, vendor conferences, and pre-bid
conferences
• are meetings with prospective sellers prior to preparation of a
proposal
• are used to ensure that all prospective sellers have a clear, common
understanding of the procurement
o technical requirements
o contract requirements
• All potential sellers must remain on equal standing during this
process.
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 Solicitation
─ Advertising

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 Solicitation
─ Advertising:
• Existing lists of potential sellers can often be expanded by
placing advertisements in general circulation publications such
as newspapers or in specialty publications such as professional
journals.
• most government jurisdictions require public advertising of
certain types of procurement items or subcontracts on a
government contract.

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 Solicitation
• Outputs from Solicitation
─ Proposals:
• are seller-prepared documents that
describe the seller’s ability and willingness
to provide the requested product.
• are prepared in accordance with the
requirements of the relevant procurement
documents.
• may be supplemented with an oral
presentation

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 Source Selection
• involves the receipt of bids or proposals and the application of
the evaluation criteria to select a provider
• Many factors aside from cost or price may need to be evaluated
in the source selection decision process.
• Price may be the primary determinant for an off-the-shelf item,
but the lowest proposed price may not be the lowest cost if the
seller proves unable to deliver the product in a timely manner.
• Proposals are often separated into technical (approach) and
commercial (price) sections with each evaluated separately.

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• Inputs to Source Selection
─ Proposals
• may include samples of the suppliers previously produced
products/services for the purpose of providing a way to evaluate
their capabilities and quality of products
• may include a review of the supplier’s history with the
contracting organization
─ Organizational policies
• formal policies that affect the evaluation of proposals

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• Tools and Techniques for Source Selection
─ Contract negotiation
• involves clarification and mutual agreement on the structure
and requirements of the contract prior to the signing of the
contract.

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• final contract language should reflect all agreements reached.
• Include in general
o responsibilities and authorities
o applicable terms and law
o technical and business management approaches
o contract financing
o price

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─ Weighting system:
• a method for quantifying qualitative data to minimize the
effect of personal prejudice on source selection.
• Involve the following steps:
o assigning a numerical weight to each of the evaluation
criteria,
o rating the prospective sellers on each criterion
o multiplying the weight by the rating,
o totaling the resultant products to compute an overall
score
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─ Screening system:
• involves establishing minimum requirements of
performance for one or more of the evaluation criteria
For example, a prospective seller might be required to

propose a project manager who has specific qualifications
before the remainder of the proposal would be
considered.

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• Outputs from Source Selection
─ Contract
• is a mutually binding agreement that obligates the seller to provide
the specified product and obligates the buyer to pay for it.
• is a legal relationship subject to remedy in the courts.
• may be simple or complex, usually (but not always) reflecting the

simplicity or complexity of the product.
• may be called, among other names, a contract, an agreement, a
subcontract, a purchase order, or a memorandum of understanding

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─ Contract.
• Most organizations have

documented policies and
procedures specifically defining
who can sign such agreements
on behalf of the organization,
typically called a delegation of
procurement authority.
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─ Contract
• Although all project documents
are subject to some form of
review and approval, the legally
binding nature of a contract
usually means that it will be
subjected to a more extensive
approval process.
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─ Contract
• In all cases, a primary focus of the review and approval
process should be to ensure that the contract language
describes a product or service that will satisfy the identified
need.
• In the case of major projects undertaken by public agencies,
the review process may even include public review of the
agreement.
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 Contract Administration
• is the process of ensuring that the seller’s performance meets
contractual requirements.

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• is the process of ensuring that the seller’s performance meets
contractual requirements.
• On large projects with multiple product and service providers, a
key aspect of contract administration is managing the interfaces
among the various providers.
The legal nature of the contractual relationship

makes it imperative that the project team be
acutely aware of the legal implications
of actions taken when administering the contract.

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• The project management processes that must be applied in
contract administration include:
─ Project plan execution to authorize the contractor’s work at
the appropriate time.
─ Performance reporting to monitor contractor cost, schedule,
and technical performance.
─ Quality control to inspect and verify the adequacy of the
contractor’s product.
─ Change control to ensure that changes are properly approved
and that all those with a need to know are aware of such
changes.

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• Inputs to Contract Administration
─ Contract
─ Work results
• collected as part of project plan
execution
o which deliverables have been
completed and which have not,
o to what extent are quality standards
being met
o what costs have been incurred or
committed
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─ Change requests
• may include modifications to the
terms of the contract or to the
description of the product or service
to be provided
• If the seller’s work is unsatisfactory,
then a decision to terminate the
contract would also be handled as a
change request.

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─ Change requests
• Contested changes, those where the seller and the project
management team cannot agree on compensation for the
change, are variously called claims, disputes, or appeals.

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─ Seller invoices
• The seller must submit invoices from time to time to request
payment for work performed.
• Invoicing requirements, including necessary supporting
documentation, are defined within the contract.

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• Tools and Techniques for Contract Administration
─ Contract change control system
• defines the process by which the contract may be modified.
• includes
o paperwork
o tracking systems
o dispute resolution procedures
o approval levels necessary for authorizing changes
• should be integrated with the integrated change control
system

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─ Performance reporting
• provides management with information about how effectively
the seller is achieving the contractual objectives.
• should be integrated with the integrated project performance
reporting

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─ Payment system
• are usually handled by the accounts payable system of the
performing organization.
• on larger projects with many or complex procurement
requirements, the project may develop its own system.
• in either case, the payment system must include
appropriate reviews and approvals by the project
management team.

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• Outputs from Contract Administration
─ Correspondence
• Contract terms and conditions often require written
documentation of certain aspects of buyer/seller
communications
o warnings of unsatisfactory performance
o contract changes or clarifications

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─Contract changes
• Changes (approved and unapproved) are fed back through the
appropriate project planning and project procurement
processes, and the project plan or other relevant documentation
is updated as appropriate.

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─ Payment requests
• This assumes that the project is using an external payment
system.
• If the project has its own internal system, the output here would
simply be “payments.”

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 Contract Closeout

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• is similar to administrative closure in that it involves
─ product verification:
• Was all work completed correctly and satisfactorily?
─ administrative closeout
• updating of records to reflect final results
• archiving of information for future use
• The contract terms and conditions may prescribe specific
procedures for contract closeout.
• Early termination of a contract is a special case of contract
closeout.

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• Inputs to Contract Closeout
─Contract documentation
o the contract itself
o all supporting schedules
o requested and approved contract changes
o any seller-developed technical documentation
o seller performance reports
o financial documents such as invoices and payment records,
o results of any contract-related inspections.

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• Tools and Techniques for Contract Closeout
─ Procurement audits
• is a structured review of the procurement process from
procurement planning through contract administration.
• Objective: identify successes and failures that warrant
transfer to other procurement items on this project or to
other projects within the performing organization.

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• Outputs from Contract Closeout
─ Contract file
• A complete set of indexed records should be prepared for
inclusion with the final project records
─ Formal acceptance and closure

• The person or organization responsible for contract administration
should provide the seller with formal written notice that the
contract has been completed.
• Requirements for formal acceptance and closure are usually
74 05/09/202 definedDepartment
Electronics in the contract.
Procurement Management
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1 05/09/202 Electronics Department Procurement Management

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important information about project needs and strategies

concerns that would need to be considered during

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• One of the most common constraints for many

projects is funds availability.

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─ resemble cost-type arrangements in that they are open ended

• contract value can grow

─ resemble fixed-unit arrangements

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• answers on the following questions :

oIf independent estimates will be needed as evaluation

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• Answers on the following questions :

oHow will procurement be coordinated with other project

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solicitation planning should be closely aligned with the project

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─ Qualified seller lists:

• generally have information on relevant past experience and other

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For example, a prospective seller might be required to

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• may be simple or complex, usually (but not always) reflecting the

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• Most organizations have

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The legal nature of the contractual relationship

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