12.1 Procurement Planning | 12.2 Solicitation Planning | 12.3 Solicitation | 12.4 Source Selection | 12.5 Contract Administration | 12.6 Contract Close-out |
Integration | Scope | Time | Cost | Quality | Resource | Communications | Risk | Procurement |
Procurement planning is the process of identifying which project needs can be best
met by procuring products or services outside the project organization and should be
accomplished during the scope definition effort. It involves
consideration of whether to procure, how to procure, what to procure, how much
to procure, and when to procure.
12.1.1 Inputs to Procurement Planning .1 Scope statement. The scope statement (see Section 5.2.3.1) describes the current project boundaries. It provides important information about project needs and strategies that must be considered during procurement planning.
.2 Product description. The description of the product of the project (described in
Section 5.1.1.1)
provides important information about any technical issues or concerns
that would need to be considered during procurement planning. .3 Procurement resources. If the performing organization does not have a formal contracting group, then the project team will have to supply both the resources and the expertise to support project procurement activities. .4 Market conditions. The procurement planning process must consider what products and services are available in the marketplace, from whom, and under what terms and conditions. .5 Other planning outputs. To the extent that other planning outputs are available, they must be considered during procurement planning. Other planning outputs that must often be considered include preliminary cost and schedule estimates, quality management plans, cash-flow projections, the work breakdown structure, identified risks, and planned staffing. .6 Constrains. Constraints are factors that limit the buyer’s options. One of the most common constraints for many projects is funds availability. .7 Assumptions. Assumptions are factors that, for planning purposes, will be considered to be true, real, or certain. 12.1.2 Tools and Techniques for Procurement Planning
.1 Make-or-buy analysis. This is a general management technique and a part of the initial
scope definition process that can be used
to determine whether a particular product can be produced cost effectively by the
performing organization. Analysis should include both indirect as well as direct
costs. For example, the “buy” side of the analysis should include both the actual
out-of-pocket cost to purchase the product as well as the indirect costs of managing the
purchasing process. .2 Expert judgment. Expert technical judgment will often be required to assess the inputs to this process. Such expertise may be provided by any group or individual with specialized knowledge or training and is available from many sources including:
.3 Contract type selection. Different types of contracts are more or less appropriate for different types of purchases. Contracts generally fall into one of three broad categories:
12.1.3 Outputs from Procurement Planning .1 Procurement management plan. The procurement management plan should describe how the remaining procurement processes (from solicitation planning through contract closeout) will be managed. For example:
A procurement management plan may be formal or informal, highly detailed or broadly framed, based on the needs of the project. It is a subsidiary element of the project plan described in Section 4.1, Project Plan Development.
.2 Statement(s) of work. The statement of work (SOW) describes the procurement
item in sufficient detail to allow prospective sellers to determine if they are capable
of providing the item. “Sufficient detail” may vary, based on the nature of the item,
the needs of the buyer, or the expected contract form.
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