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Onsite Seminar

Purchasing and Supply Management

Project Management for Procurement

  1. Introduction
    1. Overview and Analysis
    2. Why the Current Importance
    3. How It Applies to the PMBOK

  2. How to Apply Supply Chain Management (SCM) to Project Management (PM)
    1. The Contract is the Deal
    2. How PM Straddles both Sides of the Table
    3. Where Should the Process Change Hands
      1. The DOE Model
    4. How the PMBOK defines SCM/Procurement

  3. Segregating the Risk Factors in Procurement
    1. Risk Definition Matrix
    2. Commonalities and Differences in PM and SCM

  4. Creating a Project Procurement Plan
    1. Identifying the Project Scope
    2. Definitions of Labor Divisions
    3. Assessing Project Plan vs. Acquisition Strategy
    4. Funding Options and Availability
    5. Defining Project Deliverables

  5. Project Direction aligning with Alliance Partners
    1. Defining Project Alliances/Teaming
    2. When and How to Best Employ
    3. Risk and Responsibilities in the Arrangements
    4. Benefit Analysis Model

  6. Assessing Project Procurement Risk
    1. Determining Risk Management
    2. Types of Risks Defined
    3. Quantifying Risk in a Project
    4. Risk Abatement Techniques

  7. The Correlation of Project Risk & Contract Type
    1. Various Types of Contracts Defined
    2. Risk Sharing Graphic
    3. When Best to Use What type of Contract

  8. The Procurement Management Plan (PMP)
    1. Determining the Acquisition Strategy
    2. Creating the Timeline
    3. Types of Project Timelines to Employ
    4. Budgeting for 'Should Costs' to 'Contract Rates'
    5. Other Tools for Planning
    6. f) Conveying the Value of the PMP to Management

  9. Planning for the Acquisition
    1. Source Selection Criteria
    2. Methodologies of the Purchasing Techniques to Apply
    3. The SOW is the 'Heart of the Contract'
    4. What Does the Contract Say?
    5. Creating a Visual Oversight
    6. Technical Definitions
    7. Engendering the Competitive Environment
    8. Employing the RFI(1), RFI(2), RFQ, IFB, RFP
    9. The Quantitative Matrix

  10. The Legal Environment of Project Management
    1. Foundations in Contract Law
    2. Understanding the Agency Legal Premise
    3. UCC and CISG Considerations
    4. Bonding Requirements in the Project
    5. Other Legal Terms

  11. Contract Administration for the Project
    1. Earned Value Determination
    2. Measuring Earned Value in the Contract
    3. Controlling Changes in the Contract
    4. Contract Risk in Contract Administration

  12. Close-Out the Contract
    1. Termination of Contractual Relationship
    2. Who is Best in Charge of the Project
    3. Settling Changes
    4. Creating a Project Close-Out

  13. Conclusion