《ProcurementManagement(英文版)npc.ppt》由会员分享，可在线阅读，更多相关《ProcurementManagement(英文版)npc.ppt（46页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、PMP Preparation TrainingProcurement ManagementChapter 12Source:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-2Procurement ManagementProcurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Close-outProcesses required to acquire goods and servicesfrom
2、outside the organizationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-3Procurement ManagementPlanningClosingExecuting12.2ContractAdministration12.1ProcurementPlanning12.2SolicitationPlanning12.4SourceSelection12.3Solicitation12.6ContractCloseoutSource:pmbok guide 2000 Edition 2002 Robbin
3、s-Gioia,Inc.12-4Buyer-seller RelationshipBuyer The customerSeller Contractor;vendor;supplier external to the performing organizationThe terms and conditions of the contract become key inputs to many of the sellers processesSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-5Procurement Planni
4、ngIncludes consideration of potential subcontractsDetermining what project needs can best be met by procuring products or services outside the organizationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-6Procurement PlanningInputsScope statementProduct descriptionProcurement resourcesMarke
5、t conditionsOther planning outputsConstraintsAssumptionsTools&TechniquesMake-or-buy analysisExpert judgmentContract-type selectionOutputsProcurement management planStatement(s)of workSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-7InputsScope statement Describes current project needs and
6、strategiesProduct description Defines the end product of the project;provides important information about any technical issues or concernsProcurement resources Resources and expertise needed to support project procurement activitiesMarket conditions The products and services available in the marketp
7、laceProcurement PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-8Inputs(cont.)Other planning outputsCost and schedule estimatesQuality management plansCash-flow projectionsWBSIdentified risksPlanned staffingConstraints Factors that limit the buyers options,such as availability of f
8、undsAssumptions Factors that,for planning purposes,will be considered to be true,real,or certainProcurement PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-9Tools&TechniquesMake-or-buy analysis Determining if the product can be produced cost-effectively by the performing organizati
9、onExpert judgment Groups or individuals with specialized knowledge or trainingProcurement PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-10Tools&Techniques(cont.)Contract-type selectionFixed price A fixed total price for a well-defined product.May include incentives for meeting or
10、 exceeding selected project objectives.Cost reimbursable contacts Payment to the seller of actual costsDirect costs Costs incurred in implementing the projectIndirect costs(Overhead)Costs allocated to the project by the performing organization,as a cost of doing business.May include incentives for m
11、eeting or exceeding selected project objectives.Procurement PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-11Contract-type selection(cont.)Time and Material contract Seller is paid a preset amount per unit of service,and the total value of the contract is a function of the quantit
12、ies needed to complete the workProcurement PlanningTools&Techniques(cont.)Source:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-12OutputsProcurement management plan Describes how the remaining procurement processes will be managedStatement of work Describes the procurement items in sufficient de
13、tail for prospective sellers to determine if they are capable of providing the itemShould include a description of any collateral services required for the procured itemProcurement PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-13Solicitation PlanningDocumenting the product requir
14、ements and identifying potential sourcesSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-14Solicitation PlanningInputsProcurement management planStatements of workOther planning outputsTools&TechniquesStandard formsExpert judgmentOutputsProcurement documentsEvaluation criteriaStatement-of-w
15、ork updatesSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-15InputsProcurement management planStatements of workOther planning outputs Any modifications to other planning processes,as a result of procurement planningSolicitation PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,In
16、c.12-16Tools&TechniquesStandard forms Include standard contracts,standard descriptions of procurement items,and standardized versions of all,or part,of the needed bid documentsExpert judgmentSolicitation PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-17OutputsProcurement documents
17、 Used to solicit proposals from potential buyersInvitation to bid(IFB)Request for proposal(RFP)Request for quotation(RFQ)Invitation for negotiationContractor initial responseProcurement documents should include:The relevant statement of workDescription of the desired form of the responseRequired con
18、tractual provisions Solicitation PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-18Outputs(cont.)Evaluation criteria Used to rate or score proposals(objective or subjective)Understanding of the needOverall or life-cycle costTechnical capabilityManagement approachFinancial capacityS
19、tatement of work updates Modifications to one or more statements of work may be identified during solicitation planningSolicitation PlanningSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-19SolicitationEffort usually expended by the prospective sellerObtaining responses(e.g.,bids,quotes,of
20、fers)from prospective sellers on how project needs can be met Source:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-20SolicitationInputsProcurement documentsQualified-seller listsTools&TechniquesBidders conferenceAdvertisingOutputsProposalsSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.1
21、2-21InputsProcurement documentsQualified-seller lists Lists or files with information on the relevant experience and other characteristics of prospective sellersSolicitationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-22Tools&TechniquesBidders conference Meetings with prospective seller
22、s prior to preparation of a proposalEnsure all prospective sellers have a clear,common understanding of the procurementResponses to questions may be incorporated into the procurement documents as amendmentsAdvertising Placing advertisements in general-circulation publications,such as newspapers,or i
23、n specialty publications,such as journalsSolicitationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-23OutputsProposals Seller-prepared documents that describe the sellers ability and willingness to provide the requested productSolicitationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia
24、,Inc.12-24Source SelectionThe receipt of bids or proposals,and the application of the evaluation criteria in order to select a providerSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-25Source SelectionInputsProposalsEvaluation criteriaOrganizational policiesTools&TechniquesContract negotia
25、tionWeighting systemScreening systemIndependent estimatesOutputsContractSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-26InputsProposalsEvaluation criteria May include samples of the suppliers previously produced products/services for the purpose of providing a way to evaluate their capab
26、ilities and quality of productsOrganizational policies Formal or informal policies that can affect the evaluation of proposalsSource SelectionSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-27Tools&TechniquesContract negotiation Involves clarification and mutual agreement on the structure
27、and requirements of the contract,prior to the signing of the contractFinal contract language should reflect all agreements reachedInclude responsibilities and authorities,applicable terms and laws,technical and business management approaches,contract financing,and priceSource SelectionSource:pmbok g
28、uide 2000 Edition 2002 Robbins-Gioia,Inc.12-28Tools&Techniques(cont.)Weighting systemSelect a single source,who will be asked to sign a standard contractRank and order all proposals to establish a negotiating sequenceSelect a short list of qualified sellers,based on a preliminary proposals and,then,
29、a more detailed evaluation of a more detailed and comprehensive proposalSource SelectionSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-29Point Rating SystemPresentation33 1/3%-Team 60%-Format40%Solicitation PlanningRequest for proposal33 1/3%-Technical50%-Company25%-Previous experience25%
30、Overall100%Price33 1/3%-Day rates85%-Expenses15%Source:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-30OutputsContract A mutually binding agreement that obligates the seller to provide the specified product,and obligates the buyer to pay for itA contract is a legal relationship subject to remed
31、y in the courtsIt may be called a contract,an agreement,a subcontract,a purchase order,or a memorandum of understandingThe review-and-approval process should ensure that the contract language describes a product or service that will satisfy the need identifiedSource SelectionSource:pmbok guide 2000
32、Edition 2002 Robbins-Gioia,Inc.12-31DefinitionsRequest for Proposal(RFP)Request for a price and a proposed method of meeting requirementsOften used when both price and technical evaluation determine winnersRequest for Quote(RFQ)Request for materials or servicesPrice-drivenSource SelectionSource:pmbo
33、k guide 2000 Edition 2002 Robbins-Gioia,Inc.12-32DefinitionsWarrantyA promise about a product made by either a manufacturer or seller.Part of a contract,the truth of which is necessary to the validity of the contractImplied Warranty a guarantee imposed by law in a saleExpress Warranty an assertion o
34、r promise concerning goods or servicesSource SelectionSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-33Contract AdministrationThe legal nature of the contractual relationship makes it imperative that the project team be acutely aware of the legal implications of actions they take during a
35、dministration of the contractPayment terms should be defined within the contract and should link progress made with compensation paid Ensuring the sellers performance meets contractual requirementsSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-34Contract Administration(cont.)Project plan
36、execution To authorize the contractors work at the appropriate timePerformance reporting To monitor contractors cost,schedule,and technical performanceQuality control To inspect and verify the adequacy of the contractors productChange control To ensure that changes are properly approved and that the
37、 appropriate stakeholders are made aware of such changes Applying the appropriate PM processes to the contractual relationshipsSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-35Contract AdministrationInputsContractWork resultsChange requestsSeller invoicesTools&TechniquesContract change co
38、ntrolsystemPerformance reportingPayment systemOutputsCorrespondenceContract changesPayment requestsSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-36InputsContractWork results Status of deliverables,to what extent quality standards are being met,and costs incurred or committed are collecte
39、d as part of the project plan executionChange requests Modifications to the terms of the contract or to the description of the product or the service to be provided.Contested changes are called claims,disputes,or appeals.Seller invoices Submitted to the buyer to request payment for work performed.In
40、voicing requirements are usually specified in the contract.Contract AdministrationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-37Tools&TechniquesContract change control system Defines the process by which the contract may be modified.It includes:PaperworkTracking systemsDispute-resoluti
41、on proceduresApproval proceduresPerformance reportingPayment systemContract AdministrationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-38Tools&TechniquesPerformance reporting Provides management with information about how effectively the seller is achieving the contractual objectivesPay
42、ment system Handled by the accounts payable system of the performing organization.The system must include the appropriate reviews and approvals by the project management team.Contract AdministrationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-39OutputsCorrespondence Contract terms and c
43、onditions require written documentation of buyer-seller communications,such as warnings of unsatisfactory performance,contract changes,and clarificationsContract changes Approved and unapproved changes are fed back through the appropriate project planning and project procurement processes,and the pr
44、oject plan,or other relevant documentation,is updated as appropriatePayment requests Contract AdministrationSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-40Contract Close OutInvolves product verification and administrative closeoutCompletion and settlement of the contract,including resol
45、ution of any open itemsSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-41Contract CloseoutInputsContract documentationTools&TechniquesProcurement auditsOutputsContract fileFormal acceptance and closureSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-42InputsContract documentation
46、Includes,but not limited to:ContractSupporting schedulesRequested and approved contract changesSeller-developed technical documentationSeller performance reportsFinancial documents(e.g.,invoices and payment records)Results of any contract-related inspectionsContract CloseoutSource:pmbok guide 2000 E
47、dition 2002 Robbins-Gioia,Inc.12-43Tools&TechniquesProcurement audits Structured reviews of the procurement process,from procurement planning through contract administration,conducted to identify successes and failures(lessons learned)Contract CloseoutSource:pmbok guide 2000 Edition 2002 Robbins-Gio
48、ia,Inc.12-44OutputsContract file Set of indexed records,prepared for inclusion with the final project recordsFormal acceptance and closure Person or organization responsible for contract administration provides the seller with formal written notice that the contract has been completed.Normally specified in the contract.Contract CloseoutSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-45SummaryReview QuestionsSource:pmbok guide 2000 Edition 2002 Robbins-Gioia,Inc.12-46演讲完毕，谢谢观看！