...Information Technology Project procurement Process. IT-PROJECT PROCUREMENT PROCESES By Taiwo D. Ladeji PMAN 641 – Project Procurement Management Professor Michael Hagerman University of Maryland University College Date: 10-/2/2012 TABLES OF CONTENT Introduction and Objectives..…………………………………………………….1 Project Procurement Management Processes…...2 Plan Procurements…………………………………………………….……… …3 Conduct Procurement…………………………………………………………….4 Administer Procurement ………………………………………………………....5 Close Procurement………………………………………………………………..6 Conclusion……………………………………………………………………….7 References……………………………………………………………………...8 Introduction and Objectives According to PMBOK Guide (2003) project procurement management includes the process necessary to purchase or acquire products, services or resulted from outside the project team. Which includes the contract management and change control processes required to develop and administer contract purchase orders issued by authorized project team members? The objective of a procurement management plan is to describe the end-to-end procurement process that the project will use to acquire its goods and services. This plan will be completed in the Project Management Plan document. The purpose of project procurement is to acquire the goods and services necessary to achieve the project scope. The purpose of the project procurement management plan is to define the methodology that will be used by the project to manage project procurement...
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...and PMBOK® Guide are trademarks of the Project Management Institute, Inc. PMI® has not endorsed and did not participate in the development of this product. Integration Management Process Name Develop Project Charter Inputs Outputs Tools and Techniques Project Statement of Work Business Case Project Charter Experts Judgment Project Management Plan Experts Judgment Project Management Plan Approved Change Requests Deliverables Work Performance Information Experts Judgment Project Management Information System Enterprise Environmental Factors Change Requests Organizational Process Assets Project Management Plan Updates Contracts Enterprise Environmental Factors Organizational Process Assets Develop Project Management Plan Project Charter Outputs From Planning Processes Enterprise Environmental Factors Organizational Process Assets Direct and Manage Project Execution Project Document Updates Project Management Plan Performance Reports Change Requests Project Management Plan Updates Enterprise Environmental Factors Monitor and Control Project Work Experts Judgment Project Document Updates Organizational Process Assets Project Management Plan Work Performance Information Change Requests Status Updates Project Management Plan Updates Change Requests Perform Integrated Change Control Experts Judgment Change Control Meetings Project Document Updates Enterprise Environmental...
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...QUESTION 3: Discuss on the Effects of Procurement System in the performance of construction projects I. INTRODUCTION Procurement is also called as sourcing, which means gathering services and goods from the preparation and of request through the approval of statement for payment. This involves purchase planning, financing, making the purchase, inventory control and stores, specific development, standard determination, supplier research and selection, supply contract administration, disposal and other related functions, value analysis and price negotiation. Procurement plays major role in work relationship between parties involved in the construction process. Identify the primary and secondary objectives of the projects, Risk innate in the proposal, Environmental determination, which it will be implemented and selecting the appropriate procuring method for the proposed project. Procurement was not about a building, it was about entire project which includes obtaining goods and services, also includes obtaining human recourses like, consultants, contractors, sub-contractors, suppliers and specialists for some purpose. It is the very important step which can show some significant impact on the project success. Procurement is essentially a series of considered risks – each method has individual strengths and weaknesses, which must be carefully calculated by clients and industry alike. There are a number of different types of procurement routes available for clients to select...
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...12 Introducing Project Procurement Management 2 Chapter 12: Introducing Project Procurement Management P rojects routinely require procurements. Projects need materials, equipment, consultants, training, and many other goods and services. Project procurement management is the process of purchasing the products necessary for meeting the needs of the project scope. Procurement management involves planning, soliciting sources, choosing a source, administering the contract, and closing out the contract. Procurement management, as far as your PMP exam is considered, focuses on the practices from the buyer’s pointof-view, not the seller’s. The seller can be seen as a contractor, subcontractor, vendor, or supplier. When buying anything from a vendor, the buyer needs a contract. A contract becomes a key input to many of the processes within the project. The contract, above anything else, specifies the rules and agreements for the project. Here’s a neat twist: when the seller is completing its obligations to supply a product, PMI treats those obligations as a project. In other words, if ABC Electricians were wiring a building for your company, ABC Electricians would be the performing organization completing its own project. Your company becomes the customer of their project—and is, of course, a stakeholder in their project. In the scenarios described in this chapter, the seller will be outside of the performing organization. The buyer will be managing a project and procuring...
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...Syllabus College of Information Systems & Technology CMGT/442 Version 4 Information Systems Risk Management Copyright © 2010, 2009, 2008, 2006 by University of Phoenix. All rights reserved. Course Description This course identifies and defines the types of risks that information systems professionals need to consider during the development and implementation of computer based information systems. This course will survey remedies and prevention techniques available to address the risk areas present. Organizational policies and current regulatory considerations will also be examined relative to development, implementation, and use of computer based information systems. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cooper, D. F., Grey, S., Raymond, G., & Walker, P. (2005). Project risk management guidelines: Managing risk in large projects and complex procurements. Hoboken, NJ: Wiley...
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...|[pic] |Course Design Guide | | |College of Information Systems & Technology | | |CMGT/442 Version 4 | | |Information Systems Risk Management | Copyright © 2010, 2009, 2008, 2006 by University of Phoenix. All rights reserved. Course Description This course identifies and defines the types of risks that information systems professionals need to consider during the development and implementation of computer based information systems. This course will survey remedies and prevention techniques available to address the risk areas present. Organizational policies and current regulatory considerations will also be examined relative to development, implementation, and use of computer based information systems. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials...
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...authorizes a project or phase. Documenting initial requirements that satisfy stakeholder's needs and expectations. Finalizing all activities across all Process Groups to formally complete the project or phase Project Management Plan Accepted Deliverables Organizational Process Assets Expert Judgment Tool & Techniques Outputs Inputs Inputs Project Statement of Work Business Case Contract (when applicable) Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.6 Close Project or Phase Closing Process Group 4.1 Develop Project Charter Initiating Process Group Final Product, Service, or Result Transition Organizational Process Assets Updates Project Charter Reviewing all change requests, approving, and managing changes to deliverables, org process assets, documents, and the PM Plan Project Management Plan Work Performance Information Change Requests Enterprise Environmental Factors Organizational Process Assets Expert Judgment Change Control Meetings Tool & Techniques Inputs Documenting actions necessary to define, prepare, integrate, and coordinate all other plans Project Charter Inputs Outputs from Planning Processes Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.5 Perform Integrated Change Control Monitoring & Controlling Process Group 4.2 Develop Project Management Plan Change Request Status Updates Project Management Plan Updates Project Document...
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...CONTRACT PROCUREMENT OPTIONS SUBMITTED BY EBITUNMISE DANIEL O. QSV/10/1220 COURSE CODE: QSV 512 7TH JULY, 2015 1.0 INTRODUCTION Strategies for the procurement of building projects have not changed significantly in the last 25 years, though time and cost overruns are still prevalent throughout the industry (Smith and Love, 2001). In a response to reduce the incidence of time and costs overruns, the disputes that may often arise, and the likelihood of project success, alternative forms of procurement method such as partnering and alliancing have been advocated (Love et al. 1998). Not all forms of procurement method, however, are appropriate for particular project types, as client objectives and priorities invariably differ (Skitmore and Marsden, 1988; Love et al. 1997). The objectives and priorities of a client need to be matched to a procurement system. To do this effectively, it is essential that the characteristics of various procurement systems and selection methods available are understood by clients and their advisors before a procurement method is selected. In this report, the characteristics of the most common procurement systems and methods are presented. In conjunction with this report the reader should also refer to the material developed by the New South Wales Government (2005) ‘Procurement Methodology Guidelines for Construction’ and the Western Australian Department of Housing and Works ‘Local Government Procurement Guide’ (2006). 2.0 PROCUREMENT STRATEGY ...
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...UNDERTAKE PROJECT WORK BSBPMG522A BSBPMG522A ASSIGNMENT UNDERTAKE PROJECT WORK BSBPMG522A Assignment – PART A: Define Project – the Project Charter – STUDENT INFORMATION Assessment due date 08/03/15 Scenario: You are an ambitious Customer Service Team Leader at Fynntown City Council Customer Service Centre (CSC). FCC CSC does not currently have a good reputation for Customer Service in either the business or general community. You have a lot of ideas on how to improve this situation, but as a Team Leader, you do not have the authority to implement any of these ideas. You have recently undertaken a Risk Assessment and Workforce Planning Exercise to identify ways of filling the skills gap and improving Customer Service at Fynntown City Council. There are three major parts to the Customer Service Improvement Initiative: 1. Restructuring the Customer Service Centre to deliver an 80% first Point of Contact Resolution Rate (it is estimated that this will reduce complaint calls by 75%) 2. Introducing a Workforce Management Plan that identifies and rewards talent 3. Installation of a new Database across all of Council that will house all constituent and business details, customer call histories, a knowledge base with information and FAQs, and performance reports (this forms a sub-project of the larger project with the IT Manager, Jim Pertwhistle, as the Project Manager). A budget of $175, 000 plus $25,000 contingency requiring Project Sponsor Authority...
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...Running head: THE CLOSE-OUT OF PROCUREMENT CONTRACTS 1 The Close-out of Procurement Contracts: The Steps to Successfully Close Out a Contract Including the Processes of Termination and Settlement of Seller Claims Kelley L. Clanton Northcentral University THE CLOSE-OUT OF PROCUREMENT CONTRACTS 2 The Close-out of Procurement Contracts: The Steps to Successfully Close Out a Contract Including the Processes of Termination and Settlement of Seller Claims Procurement contract close-out is a heavy and important topic for organizations that have procurements needs on a consistent or even a fleeting basis as the materials and products acquired through these procurements are often needed to keep the flow of good sales going and/or keeping operations under control and running at optimal performance. There are really only a few basic ways that an executed contract can end with the hoped-for outcome, and probably the usual one as well, being that the contract is fulfilled at the satisfaction and agreement of both sides of the contract. However, there are some pitfalls and other negative outcomes that can happen before, during and after a procurement contract is in force and indeed procurement contracts can end in a quite ugly fashion if one is not careful and/or does not exercise a proper amount of foresight. Even with this potential blowback, this does not mean that a...
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...Critically comment on the transaction cost based theory of Construction procurement and evaluate its potential as a practical tool in the Selection of procurement systems Abstract This term paper will provide comprehensive reviews on the entire literature involving transaction cost economics (TCE) in construction procurement. It will also critically describe the transaction cost based theory of construction procurement and also give an evaluation of its potential as a critical tool in the selection of procurement systems. The paper will also explore how TCE has emerged from most economic roots to examine empirical phenomena in construction procurement. TCE has been increasingly applied not only to business-related fields such as finance, accounting, organizational theory and marketing but also to the construction industry. Most construction industries have recently moved to practice innovative working techniques that will involve great collaboration and interrelationships that has been in the past. While these benefits such as collaborative and improved ways of working are discussed, but so little is evident about their cost. Hence there proves to be a diverse evidence showing the cost of procurement and more competitive and traditional practices. The purpose of this term paper is to try and examine the transaction based theory of procurement that is used in construction industry. Introduction Ever since it emerged in the early 1970s (Williamson 1971) the new...
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...[Type the company name] | Project Management Assignment | Research Paper and Presentation | Nathan Alexander 4/16/2016 | Contents Introduction 2 Traditional (Waterfall) 2 Agile Project Management 3 Rapid Application Development 3 What is PMBOK? 4 What is a project? 8 What is project management? 8 What does current literature have to say on this matter? 8 Conclusion 10 Bibliography 11 Introduction In our essay, we will be talking about the strategies that can offer advantages to an association through IT projects. We will be examining the current literature on the matter including diverse project management methods and additionally their qualities and shortcomings. PMBOK will be analyzed including the procedure groups that are included. We will be assessing and examining the learning regions and how the processing groups identify with each other. Traditional (Waterfall) According to Successful Projects, this is the oldest methodology it was practiced decades before the newer methodologies were introduced (Projects, S. 2016). This methodology can be used all industries, but it is most common in the construction industry. They call it the waterfall model because it defines the sequence of phases to be completed. This project management methodology is divided into 7 consecutive phases: 1. Requirements specification 2. Design 3. Coding 4. Integration 5. Validation 6. Installation 7. Maintenance You can only move...
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...IT System Scope, Requirements & Procurement Consultancy Ref: AFTRS2013/01 Request for Quotation IT System Scope, Requirements & Procurement Consultancy Ref: AFTRS2013/01 1 Instructions AFTRS invites your company to submit a quotation for goods and/or services as outlined in this Request For Quotation. The details of the goods and/or services requested are outlined in Sections 2 & 3. 1.1 Item Details Details AFTRS2013/01 Release Version 1.0 Name: Position: Phone: E-mail: Tim Sadler Director, Technology & Infrastructure (02) 9805 6545 tim.sadler@aftrs.edu.au nd Quote Reference Code Document Version Principal Contact (AFTRS) Address for Lodgement Deadline Required Delivery Date Email: Principal Contact as above Close of Business 22 March 2013 Delivery of services to complete in FY2013. 1.2 Preparation of Quotation Sections 2 and 3 outlines the goods and/or services that we are requesting a quotation for. The General Terms and Conditions governing this RFQ are set out in section 4. You are requested to provide a quotation, which should include the following: a) A response to every part of the requirements, which are outlined in section 3. This response should follow any directions included in the requirements and should make clear any deviations from the requirements or if you are only responding to part of the requirements; b) A pricing schedule as outlined in section 5; and c) A Declaration using the form at the end of section 5. Your Offer must...
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...Product Data Management System ( PDM ) consisting of engineering data management and engineering document management system is vital for the performance of an EPCI ( Engineering, Procurement, Construction and Installation ) contractor in Oil & Gas upstream projects segment. PDM is used by all functions in managing the projects execution as well as during life cycle of the asset for operation and maintenance. Currently engineering data and documents are produced and managed though many different IT platforms and systems. Due to multiple cycle of information production by different functions, this process is inefficient, high cost and prone to errors. Recent technological innovation provides a common database foundation which is accessible for data and document generation, updating and sharing between different functions. This innovation provides a high quality, lower cost and faster response to project requirements. This application is relevant to all engineering turnkey projects whether in Oil & Gas or other sectors. Integration of centralized PDM foundation database in the work process and Implementing in on the projects is leading to Innovation and positively impacting the project performance. PDM stores all data related to project that is generated and used during design, procurement, fabrication, installation and commissioning followed by operation and maintenance of the asset. Much of the data in PDM comes from sources such as Computer Aided Design ( CAD ) and...
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...INFORMATION COMMUNICATIONS TECHNOLOGY (ICT) PROCUREMENT MANUAL TABLE OF CONTENTS SECTION 1 INTRODUCTION ABBREVIATIONS AND ACRONYMS SECTION 2 PREPARING FOR ICT PROCUREMENT PLANNING How do we prepare for ICT Procurement? Looking at Total Cost Ownership What is the value of Hiring ICT Procurement Consultant? What are the classifications of ICT Procurement? Drafting the Technical Specifications, Scope of Work and Terms of Reference Drafting Service Level Requirements Reference to Benchmarks Use of Brand Names in ICT Procurement “Green” Considerations in Making Technical Specifications PREPARING THE BIDDING DOCUMENTS What are Bidding Documents? Who shall participate in the preparation of the Bidding Documents? BAC for ICT Projects What various types and sizes of contracts may be provided in the Bidding Documents How should Pre-Procurement Conference be conducted? Conducting Proof-of-Concept SECTION 3 INSTRUCTIONS ON THE PROCEDURAL STEPS FOR ICT PROCUREMENT Competitive Bidding ICTO-DOST Standards Development SECTION 4 GUIDELINES ON CONTRACT IMPLEMENTATION FOR ICT PROCUREMENT OF GOODS Dispute Resolution ANNEX A: Definition of Terms ANNEX B: Process Flow for Goods and Infrastructure ANNEX C1: Process Flow Quality Based Evaluation ANNEX C2: Process Flow Quality Cost Based Evaluation ANNEX D: Sample Technical Specification Checklist ANNEX E: Sample Bid Evaluation Template 1 2 3 3 4 4 5 7 10 11 11 11 13 13 14 14 14 17 17 18 18 18 19 SECTION 1 INTRODUCTION This Manual seeks to...
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