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OOperationalperational
RRiskisk
BBusinessusiness
IIntelligencentelligence
TToolsools
Ryerson UniversityProject Management Certificate
Procurement and Contracts Overview
presented to the
PMI-ISLIG
Nov 11, 2004
by
Desmond P. [email protected]
416 258 7178
Desmond Alvares CKPM 205 Procurement and Contracts
2
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Introduction – Who Am IDesmond P. Alvares B. Eng., MBA, MBCS CITP, CMA Degree in Mechanical Engineering - UK MBA at Schulich School of Business, York University
Finance, Accounting and Strategy Certified Management Accountant - Ontario Chartered Information Systems Practitioner – UK (2001) Chartered IT Professional – UK (2004) 19 years Business Intelligence and Knowledge Management in
Canada, UK, US, Switzerland and Caribbean 10 years Investment Banking (Brokerage Houses, Private Banking
and Oil &Gas trading) 6 years Retail Banking (Technology Business Management,
Operational Risk, Electronic Banking and Mortgages, Finance and Treasury Systems)
3 years Property and Casualty Insurance (Finance and Actuarial Systems)
Desmond Alvares CKPM 205 Procurement and Contracts
3
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Introduction – PM Background
• Financial Systems Implementations• Business, Training, Finance and Treasury Projects• Internal and Client Facing Projects• Internal Providers and Integration of Vendor Solution• Introduced and Developed Project Management
Methodology – UBS Private Banking (International locations base on Swiss framework) and CIBC Retail (PMP based on the PMI framework)
• Lecturer at Ryerson University – Project Management Certificate (Construction, IT and Financial Service students) and Architecture specialization in Project Management.
Desmond Alvares CKPM 205 Procurement and Contracts
4
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Agenda• Introduction• The Certificate Program at Ryerson• The Procurement Process• Planning• Solicitation• Source Selection• Contract Administration• Close-out
Desmond Alvares CKPM 205 Procurement and Contracts
5
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Other Offerings of Project Management Courses
• Athabasca University– Executive MBA in Project Management (on-line and residence)
• Centennial College– Project Management Certificate (6 courses)– Advanced Project Management Certificate (4 courses)
• Durham College– Intro, Scheduling Software, Statistics
• Humber College– Project Management Certificate (4 courses, 45hrs)
• University of Toronto– Project Management Certificate (4 courses, full day)
• York University– The Graduate Certificate in Project Management (8 courses)
Desmond Alvares CKPM 205 Procurement and Contracts
6
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
The Ryerson Offer (8 Courses)• Core Courses
– CKPM202 Fundamentals of Project Management– CKPM203 Planning and Scheduling– CKPM205 Procurement and Contracts– CKPM209 Project Risk and Quality Management– CKPM210 Project Leadership – CKPM211 Project Cost Management
• Electives– CKPM207 Project Management Systems– CKPM208 Analytical Decision Making– CCMN114 Short Management Reports– CCMN432 Technical Communications– CMHR405 Organizational Behaviour and Interpersonal Skills– CQMS102 Business Statistics I
Desmond Alvares CKPM 205 Procurement and Contracts
7
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
The Students View• 570 surveys distributed to students, 271 returned• 164 surveys to graduates, 24 returned
• Students select Ryerson first and then the Certificate Course 75% (Ryerson Website, Ryerson material)
• 44.6% in Project Manager or Project Coordinator positions• Experience 80% (> 5 Years), 25.1% (> 15 Years)• 85% interested in becoming professional in 2 years• 85.2% using certificate as preparation, but lack work experience• Graduates (61.9% PMI members, 25% PMP), 75% additional prep• Risk, cost and planning / scheduling – more theory than practice• Interest in PMO, Leadership and Communication• Common text book required, introduce PMP Preparation
Desmond Alvares CKPM 205 Procurement and Contracts
8
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Definition of the Procurement Process
• Objectives– Technical & Quality– Schedule– Cost
Desmond Alvares CKPM 205 Procurement and Contracts
9
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Basic Steps
• Define the Goods and Services to be procured
• Select bidders and Complete Request for Proposal
• Prepare Bids and Award Contract
• Contract Management
• Close out Contact
Desmond Alvares CKPM 205 Procurement and Contracts
10
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Other Aspects
• Role of Project Management
• Interfaces with Other Project Processes
• Importance of Management
• Ethical Practices
• Principle Types – Standard, Material, Equipment & Services
• Definitions of Common Terms
Desmond Alvares CKPM 205 Procurement and Contracts
11
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Organizations for Procurement
• Organization– Project Managers responsibility
– Procurement department – purchasing & materials
– Responsibilities
– Staffing – direct and matrix
– Procedures• Requests, Qualified Bidders, RFP, Contact Management
– Management Program
Desmond Alvares CKPM 205 Procurement and Contracts
12
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Procurement Considerations
– What to Procure? – How much to procure?– When to procure? – Selecting an appropriate method of procurement.– Qualifying suppliers.– Developing a contracting strategy.– Establishing appropriate performance measures.– Documenting the procurement project plan.
Desmond Alvares CKPM 205 Procurement and Contracts
13
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1 Plan Purchase and Acquisition(Procurement Planning)
Project Management Book of KnowledgeChapter 12
Project Procurement Management
12.1Plan Purchase and Acquisition
12.2Plan
Contracting
12.3Request Seller
Responses
12.4Select Sellers
12.5Contract
Administration
ContractClosure
14Desmond Alvares CKPM 205 Procurement and Contracts
Inputs
Project Charter
Project Scope Statement
Project Management Plan
WBS and Dictionary
Environment and Organization Factors
Organizational Process Assets
Risk Register
Tools &Techniques
Make-or-Buy Analysis
Expert Judgment
Contract Types
Outputs
Procurement Management Plan
Contract Statement of Work
Make or Buy Decision
Project Management Plan (Updates)
12.1 PLAN PURCHASE AND ACQUISITION
Desmond Alvares CKPM 205 Procurement and Contracts
15
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.1 Inputs to Plan Purchase and Acquisition
• .1 Project Charter– Business needs
• .1 Project Scope Statement– Project needs and strategies
• .2 Project Management Plan– Overall plan for the project
Desmond Alvares CKPM 205 Procurement and Contracts
16
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.1 Inputs to Plan Purchase and Acquisition
• .3 Work Breakdown Structure and Dictionary– Relationship of all elements in plan
• .4 Environmental and Organizational Factors– What is available in the marketplace?– Procurement resources available
Desmond Alvares CKPM 205 Procurement and Contracts
17
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.1 Inputs to Plan Purchase and Acquisition
• .5 Organizational Process Assets– Informal and formal procurement processes
• .6 Risk Register– Risks , categorization and their mitigation
Desmond Alvares CKPM 205 Procurement and Contracts
18
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.2 Tools & Techniques for Plan Purchase and Acquisition
• .1 Make-or-buy analysis
• .2 Expert judgment
• .3 Contract type selection
Desmond Alvares CKPM 205 Procurement and Contracts
19
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.2.1 Make or Buy Analysis
• Factors to analyze:• Cost (direct and indirect - lifecycle costs)
• Schedule
• Quality
• Capability & availability of in-house resources
• Supplier skills and abilities
• Degree of control needed by the performing organization
Desmond Alvares CKPM 205 Procurement and Contracts
20
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.2.2 Expert Judgement
• Other Departments
• Consultants
• Professional and Technical Associations
• Industry groups
Desmond Alvares CKPM 205 Procurement and Contracts
21
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.2.3 Contract Types• Three broad categories of contract
type:• Fixed price or lump sum
– FFP
– FPPI
• Cost reimbursable– CPFF
– CPPF
– CPIF
• Time and Materials (Unit Price)
22Desmond Alvares CKPM 205 Procurement and Contracts
Scope of WorkInformation
Very Little Partial Complete
Uncertainty
Degree ofRisk
Suggested RiskAllocation
Contract Types
HIGH
HIGH
MODERATE
MODERATE
LOW
LOW
Contract Type vs. Risk Allocation
CPPF: Cost + % FeeCPIF: Cost + Incentive FeeCPFF: Cost + Fixed Fee
FPPI: Firm Price + Incentive Fee
FFP: Firm Fixed Price
CPPF CPIF CPFF FPPI FFP
100%
0%Buyer100%
0% Seller
Desmond Alvares CKPM 205 Procurement and Contracts
23
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.3 Outputs from Plan Purchase and Acquisition
• .1 Procurement management plan
• .2 Contract Statement(s) of work
• .3 Make-or-Buy Decision
• .4 Project Management plan (update)
Desmond Alvares CKPM 205 Procurement and Contracts
24
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.3.1 Procurement Management Plan
• Defines procurement process• Basic requirements• Products/services list to procure• Roles and responsibilities• Budget• Schedule• Quality criteria• Specifications• Contract type to be used
Desmond Alvares CKPM 205 Procurement and Contracts
25
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.1.3.2 Contract Statements of Work
• A narrative description of the product
• Clear, concise and as complete as possible
• Sufficient detail
• Allows prospective sellers to determine whether they are capable of providing the product
• Could be revised and refined throughout the procurement process
Desmond Alvares CKPM 205 Procurement and Contracts
26
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.2 Plan Contracting(Solicitation Planning)
Project Management Book of KnowledgeChapter 12
Project Procurement Management
12.1Plan Purchase and Acquisition
12.2Plan
Contracting
12.3Request Seller
Responses
12.4Select Sellers
12.5Contract
Administration
ContractClosure
Desmond Alvares CKPM 205 Procurement and Contracts
27
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.2 Plan Contracting
• Preparing the documents needed to support the solicitation process
28Desmond Alvares CKPM 205 Procurement and Contracts
Inputs
Procurement Management Plan
Contract Statements of Work
Project Management Plan
Make-or-Buy Decision
Tools &Techniques
Standard Forms
Expert Judgment
Outputs
Procurement Documents
Evaluation Criteria
Contract Statement of Work (Updates)
12.2 PLAN CONTRACTING
Desmond Alvares CKPM 205 Procurement and Contracts
29
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.2.1 Inputs to Plan Contracting
• .1 Procurement Management Plan
• .2 Contract Statement(s) of work
• .3 Project Management Plan
• .4 Make-or-buy Decision
Desmond Alvares CKPM 205 Procurement and Contracts
30
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.2.2 Tools & Techniques for Plan Contracting
• .1 Standard forms– Standard contracts, bid documents
• .2 Expert judgement
Desmond Alvares CKPM 205 Procurement and Contracts
31
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.2.3 Outputs from Plan Contracting
• .1 Procurement documents
• .2 Evaluation criteria
• .3 Contract Statement of work updates
Desmond Alvares CKPM 205 Procurement and Contracts
32
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.2.3.1 Procurement Documents• Documents used to solicit proposals
from prospective vendors• Request for Proposal (RFP), Quote(RFQ)
or Bid (RFB)• Instructions (e.g. desired form of
response)• Blank contract form• Product description or SOW• Contractual provisions• Terms and conditions
Desmond Alvares CKPM 205 Procurement and Contracts
33
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.2.3.2 Evaluation Criteria
• Criteria used to create or score proposals
• Objective vs. subjective
• Weigh the criteria in terms of importance
Desmond Alvares CKPM 205 Procurement and Contracts
34
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.3 Request Seller Responses (Solicitation)
Project Management Book of KnowledgeChapter 12
Project Procurement Management
12.1Plan Purchase and Acquisition
12.2Plan
Contracting
12.3Request Seller
Responses
12.4Select Sellers
12.5Contract
Administration
ContractClosure
Desmond Alvares CKPM 205 Procurement and Contracts
35
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.3 Request Seller Responses
• Obtaining the information (bids and/or proposals) from the prospective sellers
• Most of the actual effort is done by the sellers
36Desmond Alvares CKPM 205 Procurement and Contracts
Inputs
Procurement Documents
Organizational Process Assets
Tools &Techniques
BiddersConference
Advertising
Outputs
Qualified Sellers List
Procurement Document Package
Proposals
12.3 REQUEST SELLER RESPONSES
Desmond Alvares CKPM 205 Procurement and Contracts
37
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.3.1 Inputs to Request Seller Responses
• .1 Procurement documents
• .2 Organizational Process Assets
Desmond Alvares CKPM 205 Procurement and Contracts
38
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.3.2 Tools & Techniques for Request Seller Responses
• .1 Bidder conferences• Used to ensure that all prospective sellers
have a common understanding of the procurement
• .2 Advertising• Used to expand the list of potential sellers• Sometimes required on public projects
Desmond Alvares CKPM 205 Procurement and Contracts
39
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.3.3 Outputs from Request Seller Responses
• .1 Qualified seller lists• Internally maintained lists• List developed by the project team
• .2 Procurement Documentation Package• .3 Proposals
• Seller-prepared documents that describe the seller’s ability and willingness to provide the requested product
Desmond Alvares CKPM 205 Procurement and Contracts
40
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.4 Select Sellers (Source Selection)
Project Management Book of KnowledgeChapter 12
Project Procurement Management
12.1Plan Purchase and Acquisition
12.2Plan
Contracting
12.3Request Seller
Responses
12.4Select Sellers
12.5Contract
Administration
ContractClosure
Desmond Alvares CKPM 205 Procurement and Contracts
41
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.4 Select Sellers
• Receipt of bids or proposals
• Application of the evaluation criteria to select a provider
• Risk evaluation, lifecycle cost, independent estimates
• Contract negotiations
• Award the contract
42Desmond Alvares CKPM 205 Procurement and Contracts
InputsProposals
Evaluation Criteria
Organizational Process Assets
Risk Register
Risk-Related Contractual Agreements
Qualified sellers List
Procurement Document Package
Tools &Techniques
Weighting System
Independent Estimates
Screening System
Contract Negotiation
Outputs
Selected Sellers
Contract
Contract Management Plan
12.4 SELECT SELLERS
Desmond Alvares CKPM 205 Procurement and Contracts
43
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.4.1 Inputs to Select Sellers
• .1 Proposals• .2 Evaluation Criteria• .3 Organizational Process Assets• .4 Risk Register• .5 Risk Related Contractual Agreement• .6 Qualified Sellers List• .7 Procurement Documentation Package
Desmond Alvares CKPM 205 Procurement and Contracts
44
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.4.2 Tools & Techniques for Select Sellers
• .1 Weighing system– Method for quantifying qualitative data– Minimize the effect of personal prejudice
• .2 Independent estimates– Procuring organization may prepare its own
estimates as a check on pricing
• .3 Screening system– Establishing minimum performance
requirements for evaluation criteria
Desmond Alvares CKPM 205 Procurement and Contracts
45
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.4.2 Tools & Techniques for Select Sellers
• .4 Contract negotiation• Involves clarification and mutual
agreement on the structure and requirements of the contract
• Final contract to reflect all agreements reached
• Examples of subjects covered: responsibilities & authorities, terms and law, contract financing, price
Desmond Alvares CKPM 205 Procurement and Contracts
46
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.4.3 Outputs from Select Sellers
• .1 Select Sellers
• .2 Contract• Mutual agreement which obligates the seller to
provide the specified product and obligates the buyer to pay for it.
• Legal relationship subject to remedy in the courts
• Contract =agreement=subcontract=purchase agreement=memorandum of understanding
• .3 Contract Management Plan
Desmond Alvares CKPM 205 Procurement and Contracts
47
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.5 Contract Administration
Project Management Book of KnowledgeChapter 12
Project Procurement Management
12.1Plan Purchase and Acquisition
12.2Plan
Contracting
12.3Request Seller
Responses
12.4Select Sellers
12.5Contract
Administration
ContractClosure
Desmond Alvares CKPM 205 Procurement and Contracts
48
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.5 Contract Administration
• Ensuring that the vendor’s performance meets contractual requirements
• Application of project management processes to the contractual relationship– Project plan execution– Performance reporting– Quality control– Change control– Communication management
49Desmond Alvares CKPM 205 Procurement and Contracts
Inputs
Contract
Approved Change Requests
Work Performance Information
Selected Sellers
Tools &TechniquesContract Change Control System
Buyer-Conducted Performance Reviews
Inspections and Audits
Performance Reporting
Payment System
Claims Administration
Records Management System
Outputs
Organizational Process Assets (updates)
Requested Changes
Recommended Corrective Actions
Contract Documentation
12.5 CONTRACT ADMINISTRATION
Desmond Alvares CKPM 205 Procurement and Contracts
50
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.5.1 Inputs to Contract Administration
• .1 Contract• .2 Performance Reports
• Which deliverables completed, not completed• To what extent quality standards are being met
• .3 Approved Change requests• Modifications to the terms of the contract or to the
description of the product or service• Contested changes where the seller and project
management team cannot agree on compensation for the change are also called claims, disputes or appeals
• .4 Work Performance Information• .5 Selected Sellers
Desmond Alvares CKPM 205 Procurement and Contracts
51
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.5.2 Tools & Techniques for Contract Administration• .1 Contract change control system
– the process by which the contract can be modified
• .2 Buyer-Conducted Performance Reports– Information about how effectively the seller
is achieving the contractual objectives
• .3 Inspection and Audits
Desmond Alvares CKPM 205 Procurement and Contracts
52
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.5.2 Tools & Techniques for Contract Administration• .4 Performance Reporting
• .5 Payments System
• .6 Claims Administration
• .7 Records Management System
Desmond Alvares CKPM 205 Procurement and Contracts
53
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.5.3 Outputs from Contract Administration
• .1 Organizational Process Assets (updates)– Correspondence
• Written documentation of certain aspects of buyer/seller communications
– Payment schedule and requests
• .2 Contract changes• .3 Recommended Corrective Actions• .4 Contract Documentation
Desmond Alvares CKPM 205 Procurement and Contracts
54
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.6 Contract Closure
Project Management Book of KnowledgeChapter 12
Project Procurement Management
12.1Plan Purchase and Acquisition
12.2Plan
Contracting
12.3Request Seller
Responses
12.4Select Sellers
12.5Contract
Administration
12.6ContractClosure
Desmond Alvares CKPM 205 Procurement and Contracts
55
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.6 Contract Close-out• Product verification
– Was all work completed correctly and satisfactorily
• Administrative close-out– Updating records to reflect final results– Archiving of information for future use
56Desmond Alvares CKPM 205 Procurement and Contracts
Inputs
Contract Documentation
Contract Closure Procedure
Tools &Techniques
Procurement Audits
Records Management System
Outputs
Organizational Process Assets (updates)
12.6 CONTRACT CLOSE OUT
Desmond Alvares CKPM 205 Procurement and Contracts
57
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.6.1 Inputs to Contract Close-out
• .1 Contract documentation– Contract– Supporting schedules– Requested and approved contract changes– Seller-developed technical documentation– Seller performance reports– Financial documents– Results of contract related inspections
• .2 Contract Closure Procedure
Desmond Alvares CKPM 205 Procurement and Contracts
58
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.6.2 Tools & Techniques for Contract Close-out
• .1 Procurement audits– Structured review of the procurement
process– Identification of successes and failures
• .1 Records Management System
Desmond Alvares CKPM 205 Procurement and Contracts
59
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
12.6.3 Outputs from Contract Close Out
• .1 Organizational Process Assets (Updates)– Contract File
• Documentation for Archives and Future Use
– Formal acceptance and closure• Hand over of Project and acceptance by
authorized authority
– Lessons Learned Documentation• Process improvements recommendations
Desmond Alvares CKPM 205 Procurement and Contracts
60
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Procurement Management Plan• The plan describes how the procurement process, from
solicitation to contract close out, is managed. Included in this plan are:
• The type(s) of contract(s) used.
• If independent estimates and cost proformas will be done and who will do them.
• If standard procurement documents will be used, and if so, who will prepare them.
• Who will manage & coordinate the procurement of these goods, services or products.
• Authority of the people involved in the process and defined lines of communication.
Desmond Alvares CKPM 205 Procurement and Contracts
61
CORPORATEAND PROFESSIONALTRAINING SERVICES
Continuing Education DivisionRyerson University
OORRBBIITT
Procurements and Contract Overview
Thank You to PMI - ISLIG
Any Questions?
Desmond P. Alvares
416 258 7178