Chapter TWELVE 项目管理第十二章

12.1 The Overview of Project Procurement Management
• These processes interact with each other and with the processes in other Knowledge Areas. • Each process occurs at least once in every project and occurs in one or more of the project phases. • Although t百度文库e processes are presented here as discrete components with well-defined interfaces, in practice they overlap and interact in ways not detailed here.
12.2 Plan Procurement
• This process involves determining whether to acquire outside support and, if so what to acquire, how to acquire it, how much is needed, and when to acquire it. 4 items • When the project obtains products, services, and results required for project performance from outside, the processes from Plan Procurements through Close Procurements are performed for each item to be acquired.
CHAPTER TWELVE: PROJECT PROCURMENT MANAGEMENT
12.1 The Overview of Project Procurement Management
• This includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. • The organization can be either the buyer or seller of the products, services, or results of a project. • But most the time, we will discuss form the point of view by a buyer.
12.2 Plan Procurement
• The requirements of the project schedule can significantly influence the Plan Procurements process. • The procurement management plan can also influence the project schedule and are integrated with Develop Schedule, Estimate Activity Resources, Cost Budget and make-orbuy decisions.
12.1 The Overview of Project Procurement Management
• These processes interact with each other and with the processes in other Knowledge Areas. • Each process occurs at least once in every project and occurs in one or more of the project phases. • Although the processes are presented here as discrete components with well-defined interfaces, in practice they overlap and interact in ways not detailed here.
12.2 Plan Procurement
• • • • • • • Plan Procurements: Tools and Techniques .1 Make-or-Buy Analysis: consider costs and capability. .2 Expert judgment: use expertise to make decision. .3 Contract Types • Fixed-price contracts. (we use this more than westerner) ○ Firm Fixed Price Contracts (FFP). favored by most buyers. ○ Fixed Price Incentive Fee Contracts (FPIF). gives buyer and seller some flexibility for financial incentives. • ○ Fixed Price with Economic Price Adjustment Contracts (FP-EPA). intend to protect both side from external conditions beyond their control.
12.1 The Overview of Project Procurement Management
• This includes the contract management and change control processes. • This also includes administering any contract issued by an buyer (the owner) that is acquiring the project from a seller (the contractor), and administering contractual obligations placed on the project team by the contract.
12.1 The Overview of Project Procurement Management
• This processes involve contracts that are legal documents between a buyer and a seller. • A contract represents a mutually binding agreement that obligates the seller to provide the specified products, services, or results, and obligates the buyer to provide monetary or other valuable consideration. • The agreement can be simple or complex, and can reflect the simplicity or complexity of the deliverables and required effort.
12.2 Plan Procurement
• Plan Procurements: Tools and Techniques • Cost-reimbursable contracts. • ○ Cost Plus Fixed Fee Contracts (CPFF). reimburse all allowed costs and receives a fixed fee payment. • ○ Cost Plus Incentive Fee Contracts (CPIF). reimburse all allowed costs and receives a predetermined incentive. Both buyer and seller share costs based upon a pre-negotiated cost sharing formula for less or more cost, e.g., an 80/20. • ○ Cost Plus Award Fee Contracts (CPAF). reimburse all legitimate costs, but the majority of the fee is only earned on the satisfaction of certain subjective performance criteria.
12.1 The Overview of Project Procurement Management
• This processes which include the following: • 12.1 Plan Procurements—To document project purchasing decisions, specify the approach, and identifying potential sellers. • 12.2 Conduct Procurements—To obtain seller responses, select sellers, and awarding a contract. • 12.3 Administer Procurements—To manage procurement relationships, monitor contract performance, make changes as needed. • 12.4 Close Procurements
12.1 The Overview of Project Procurement Management
• Depending upon the application area, a contract can also be called as agreement, understanding, subcontract, or purchase order. • It also assumes that a formal contractual relationship will be developed and exist between the buyer and the seller. • However, it is equally applicable to noncontractual intra-divisional work, entered into with other units of the project team’s organization.
12.2 Plan Procurement
• This is the process of documenting project purchasing decisions, specifying the approach, and identifying potential. • It identifies project needs which can best be, or must be, met by acquiring products, services, or results outside of the project organization, versus those project needs which can be accomplished by the project team.