Project Procurement Management PDF

Chapter 12: Project Procurement Management Information Technology Project Management, Ninth Edition Note: See the text itself for full citations Information Technology Project Management, Ninth Edition....

Chapter 12: Project Procurement Management Information Technology Project Management, Ninth Edition Note: See the text itself for full citations Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Objectives (1 of 2) Explain the importance of project procurement management and the increasing use of outsourcing for information technology (IT) projects Describe the work involved in planning procurements for projects, including determining the proper type of contract to use and preparing a procurement management plan, statement of work, source selection criteria, and make-or-buy analysis Discuss how to conduct procurements and strategies for obtaining seller responses, selecting sellers, and awarding contracts Describe the process of controlling procurements by managing procurement relationships and monitoring contract performance Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Learning Objectives (2 of 2) Discuss types of software that are available to assist in project procurement management Discuss considerations for agile/adaptive environments Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Importance of Project Procurement Management (1 of 4) Procurement means acquiring goods and/or services from an outside source Other terms include purchasing and outsourcing Garner estimated the value of the global IT industry in 2017 at $3.7 trillion According to a study by Deloitte, the outsourcing market continues to grow Debates on outsourcing Some companies, such as Wal-Mart, prefer to do no outsourcing at all, while others do a lot of outsourcing GM recently announced plans to switch from outsourcing 90% of IT service to only 10% Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Importance of Project Procurement Management (2 of 4) Why outsource? Access skills and technologies Reduce both fixed and recurrent costs Allow the client organization to focus on its core business Provide flexibility Increase accountability Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What Went Wrong? In 2011, New York City’s mayor, Michael Bloomberg, acknowledged that City Hall had mismanaged its major IT projects and vowed to improve their oversight Prosecutors said the $700 million price tag for the CityTime payroll system was inflated by fraud, and the mayor demanded $600 million back from the main contractor The automated personnel system, Nycaps, suffered significant delays and cost overruns due to leadership issues, increasing from an original estimate of $66 million to over $363 million Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Importance of Project Procurement Management (3 of 4) Project procurement management Acquiring goods and services for a project from outside the performing organization Main processes Planning procurement management: determining what to procure and when and how to do it Conducting procurements: obtaining seller responses, selecting sellers, and awarding contracts Controlling procurements: managing relationships with sellers, monitoring contract performance, making changes as needed, and closing out contracts Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Importance of Project Procurement Management (4 of 4) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Planning Procurement Management Identifying which project needs can best be met by using products or services outside the organization Involves deciding whether to procure, how to procure, what to procure, how much to procure, and when to procure An important output of this process is the make-or-buy decision If there is no need to buy any products or services from outside the organization, then there is no need to perform any of the other procurement management processes Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Types of Contracts (1 of 3) Different types of contracts can be used in different situations Fixed price or lump sum contracts: involve a fixed total price for a well-defined product or service Point of Total Assumption (PTA): cost at which the contractor assumes total responsibility for each additional dollar of contract cost Cost-reimbursable contracts: involve payment to the seller for direct and indirect costs Cost plus incentive fee, cost plus fixed fee, and cost plus percentage of costs Time and material contracts: hybrid of both fixed price and cost reimbursable contracts Unit price contracts: require the buyer to pay the seller a predetermined amount per unit of service Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Types of Contracts (2 of 3) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Media Snapshot Contract incentives can be extremely effective On August 1, 2007, tragedy struck Minneapolis, Minnesota, when a bridge on I-35W collapsed, killing 13 motorists, injuring 150 people, and leaving a mass of concrete and steel in the river and on its banks Peter Sanderson, project manager for the joint venture of Flatiron-Manson led his team in completing the project The contractors earned $25 million in incentive fees on top of their $234 million contract for completing the bridge three months ahead of schedule MnDOT justified the incentive payment by saying that each day the bridge was closed it cost road users more than $400,000 Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Types of Contracts (3 of 3) Contracts should include specific clauses to take into account issues unique to the project Time and material contracts and unit-price contracts can be high or low risk, depending on the nature of the project and other contract clauses A termination clause allows the buyer or supplier to end the contract Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Tools and Techniques for Planning Procurement Management Several tools and techniques are available to help project managers and their teams in planning procurement management Make-or-buy analysis General management technique used to determine whether an organization should make or perform a particular product or service inside the organization or buy from someone else Expert judgment Experts both from inside and outside an organization can provide excellent advice in planning purchases and acquisitions Market research Many potential suppliers are often available for goods and services, so the project team must choose suppliers carefully Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Procurement Management Plan Describes how the procurement processes will be managed, from developing documentation for making outside purchases or acquisitions to contract closure Contents varies based on project needs Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Statement of Work (1 of 2) A statement of work (SOW) is a description of the work required for the procurement If a SOW is used as part of a contract to describe only the work required for that particular contract, it is called a contract statement of work A contract SOW is a type of scope statement A good SOW gives bidders a better understanding of the buyer’s expectations Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Statement of Work (2 of 2) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Procurement or Bid Documents Request for Proposals: used to solicit proposals from prospective sellers A proposal is a document prepared by a seller when there are different approaches for meeting buyer needs Requests for Quotes: used to solicit quotes or bids from prospective suppliers A bid, also called a tender or quote (short for quotation), is a document prepared by sellers providing pricing for standard items that have been clearly defined by the buyer Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Examples from a Real RFP Government agencies are often required to make procurement information open to the public It’s very important for buyers to clarify what they want so that sellers can respond appropriately Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Source Selection Criteria It’s important to prepare some form of evaluation criteria, preferably before issuing a formal RFP or RFQ Organizations use criteria to rate or score proposals, and they often assign a weight to each criterion to indicate its importance Beware of proposals that look good on paper Be sure to evaluate factors, such as past performance and management approach Some IT projects also require potential sellers to deliver a technical presentation as part of their proposal The proposed project manager should lead the potential seller’s presentation team Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Conducting Procurements (1 of 4) Steps after planning for procurement management Decide whom to ask to do the work Send appropriate documentation to potential sellers Obtain proposals or bids Select a seller Award a contract Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Conducting Procurements (2 of 4) Approaches for procurement Organizations can advertise to procure goods and services in several ways Approaching the preferred supplier Approaching several potential suppliers and taking bids A bidders’ conference can help clarify expectations Meeting with prospective sellers prior to preparation of their proposals or bids Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Conducting Procurements (3 of 4) Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Conducting Procurements (4 of 4) Seller selection After developing a short list of possible sellers, organizations often follow a more detailed proposal evaluation process It is customary to have contract negotiations during the source selection process Sellers on the short list often prepare a best and final offer (BAFO) Final output is a contract signed by the buyer and the selected seller Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Controlling Procurements (1 of 4) Ensures the seller’s performance meets contractual requirements Contracts are legal relationships, so it is important that legal and contracting professionals be involved in writing and administering contracts Project team members must be aware of potential legal problems they might cause by not understanding a contract It is critical that project managers and team members watch for constructive change orders Oral or written acts or omissions by someone with actual or apparent authority that can be construed to have the same effect as a written change order Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Controlling Procurements (2 of 4) Suggestions for change control in contracts Changes to any part of the project need to be reviewed, approved, and documented by the same people in the same way that the original part of the plan was approved Evaluation of any change should include an impact analysis Changes must be documented in writing Project managers and teams should stay closely involved to make sure the new system will meet business needs and work in an operational environment Have backup plans Use tools and techniques, such as a contract change control system, buyer-conducted performance reviews, inspections and audits, etc. Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Controlling Procurements (3 of 4) Closing procurements Involves completing and settling contracts and resolving any open items The project team should determine if all work was completed correctly and satisfactorily, update records to reflect final results, and archive information for future use The contract itself should include requirements for formal acceptance and closure Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Best Practice Procurement can be more intelligent Data scientists build predictive models to analyze big date related to finance, marketing, etc. Why not model procurement processes? Behavioral economists know that people do not act rationally Why no apply irrationality to your advantage in negotiations? Quality control/assurance departments encourage employees to suggest quality improvements all the time Why not enable your workers to be on the lookout for additional new and innovative suppliers? Crowdsourcing solicits ideas from a large group of people Can it apply to some of your organization’s procurements? Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Controlling Procurements (4 of 4) Tools to assist in contract closure Procurement audits identify lessons learned in the procurement process A records management system provides the ability to easily organize, find, and archive procurement-related documents Ideally, all procurements should end in a negotiated settlement between the buyer and the seller; if negotiation is not possible, then some type of alternate dispute resolution such as mediation or arbitration can be used Archiving information for future use is particularly important Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Using Software to Assist in Project Procurement Management (1 of 2) Word-processing software: write proposals and contracts Spreadsheet software: create proposal evaluation worksheets Databases: track suppliers Presentation software: present procurement-related information E-procurement software: electronic procurement functions Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Using Software to Assist in Project Procurement Management (2 of 2) Procure-to-pay suite: provides support for indirect procurements E-purchasing functionality Catalog management capabilities E-invoicing Accounts Payable Invoice Automation Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Considerations for Agile/Adaptive Environments Agile Manifesto values customer collaboration over contract negotiation, setting an important tone for procurement relationships on agile projects The buyer and seller should work together to create the required products and services throughout the entire procurement process Another goal of agile/adaptive environments is speed Several procurements, however, take time Processes of project procurement management follow a clear, logical sequence Project managers and their teams must follow good project procurement management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter Summary Procurement, purchasing, or outsourcing is the acquisition of goods and services from an outside source Project procurement management includes planning procurement management and then conducting and controlling procurements Involves deciding what to procure or outsource, what type of contract to use, and how to describe the effort in a statement of work Several types of software can assist in project procurement management Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.