信息系统集成项目管理课程【11】

Chapter 11:Project Procurement Management,2018/1/10,2,Learning Objectives,Understand the importance of good procurement management and the increasing use of outsourcing for IT projectsDescribe the main processes and deliverables of procurement managementPerform a simple make-or-buy analysisExplain the various types of contracts, the risks involved in using eachDescribe the basic contents of a Request for ProposalCreate and use a proposal evaluation worksheetUnderstand the importance of having good contracts and managing them well,2018/1/10,3,Chapter Outline,Importance of Project Procurement ManagementProcurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Close-out,11.1 Importance of Project Procurement Management,2018/1/10,5,Importance of Project Procurement Management,Procurement means acquiring goods and/or services from an outside sourceOther terms include purchasing and outsourcingExperts predict that by the year 2003 the worldwide IT outsourcing market will grow to over $110 billion,2018/1/10,6,Why Outsource?,To reduce both fixed and recurrent costsTo allow the client organization to focus on its core businessTo access skills and technologiesTo provide flexibilityTo increase accountability,2018/1/10,7,Project Procurement Management Processes,Procurement planning: determining what to procure and whenSolicitation planning: documenting product requirements and identifying potential sourcesSolicitation: obtaining quotations, bids, offers, or proposals as appropriateSource selection: choosing from among potential vendorsContract administration: managing the relationship with the vendorContract close-out: completion and settlement of the contract,2018/1/10,8,Project Procurement Management Processes and Key Outputs,11.2 Procurement Planning,2018/1/10,10,Procurement Planning,Procurement planning involves identifying which project needs can be best met by using products or services outside the organization. It includes decidingwhether to procurehow to procurewhat to procurehow much to procurewhen to procure,2018/1/10,11,Collaborative Procurement,Several organizations, even competitors, have found that it makes sense to collaborate on procurement for some projects,2018/1/10,12,1.Procurement Planning Tools and Techniques,Make-or-buy analysis: determining whether a particular product or service should be made or performed inside the organization or purchased from someone else. Often involves financial analysisExperts, both internal and external, can provide valuable inputs in procurement decisions,2018/1/10,13,Make-or Buy Example,Assume you can lease an item you need for a project for $150/day. To purchase the item, the investment cost is $1,000, and the daily cost would be another $50/day.How long will it take for the lease cost to be the same as the purchase cost?If you need the item for 12 days, should you lease it or purchase it?,2018/1/10,14,Make-or Buy Solution,Set up an equation so the “make” is equal to the “buy”In this example, use the following equation. Let d be the number of days to use the item.$150d = $1,000 + $50dSolve for d as follows:Subtract $50d from the right side of the equation to get$100d = $1,000Divide both sides of the equation by $100d = 10 daysThe lease cost is the same as the purchase cost at 10 daysIf you need the item for 12 days, it would be more economical to purchase it,2018/1/10,15,2.Types of Contracts,Fixed-price or lump-sum contract or Firm Fixed Price: involve a fixed total price for a well-defined product or serviceCost-reimbursable contract: involve payment to the seller for direct and indirect costsUnit-price contracts or Time and material contracts: require the buyer to pay the seller a predetermined amount per unit of service,2018/1/10,16,Cost Reimbursable Contracts,Cost plus percentage of costs (CPPC): the buyer pays the seller for allowable performance costs plus a predetermined percentage based on total costsCost plus fixed fee (CPFF): the buyer pays the seller for allowable performance costs plus a fixed fee payment usually based on a percentage of estimated costsCost plus incentive fee (CPIF): the buyer pays the seller for allowable performance costs plus a predetermined fee and an incentive bonus,2018/1/10,17,Cost plus percentage of costs,2018/1/10,18,Cost plus Fixed Fee,EC:Estimated cost,AC:Actual cost,2018/1/10,19,Cost plus Incentive Fee,2018/1/10,20,Fixed Price Plus Incentive Fee,2018/1/10,21,Contract Types Versus Risk,2018/1/10,22,3.Statement of Work (SOW),A statement of work is a description of the work required for the procurementA good SOW gives bidders a better understanding of the buyers expectations,2018/1/10,23,Statement of Work (SOW) Template,11.3 Solicitation Planning,2018/1/10,25,Solicitation Planning,Solicitation planning involves preparing several documents:Request for Proposals(RFP): used to solicit proposals from prospective sellers where there are several ways to meet the sellers needsRequests for Quotes(RFQ): used to solicit quotes for well-defined procurementsInvitations for bid(IFB) or negotiation(IFN) and initial contractor responses are also part of solicitation planning,2018/1/10,26,Outline for a RFP,11.4 Solicitation,2018/1/10,28,Solicitation,Solicitation involves obtaining proposals or bids from prospective sellersOrganizations can advertise to procure goods and services in several waysapproaching the preferred vendorapproaching several potential vendorsadvertising to anyone interestedA bidders conference can help clarify the buyers expectations*,*详细招标过程见文献项目采购管理,11.5 Source Selection,2018/1/10,30,Source Selection,Source selection involvesevaluating bidders proposalschoosing the best onenegotiating the contractawarding the contractIt is helpful to prepare formal evaluation procedures for selecting vendorsBuyers often create a “short list”,2018/1/10,31,Sample Proposal Evaluation Sheet,2018/1/10,32,Detailed Criteria for Selecting Suppliers,2018/1/10,33,Negotiating the contract,Contract Negotiation在签定合同之前，订约双方就合同结构与要求进行澄清并达成协议的过程。谈判的目标（从买方观点）公平合理的价格使合同在规定的时间和绩效内完成保证合同中有关于合同如何履行的一些条款与供应商建立良好的关系,2018/1/10,34,Negotiation Tactics,最终期限强加一个达成协议的最后期限吃惊让对手感到吃惊的信息有限的权力宣称权力不足以对达成最终的协议拍板不露面的人宣称具有最终批准权限的人没有出席公平、合理提供与其他情形所做的比较战略延迟拖延可以使谈判平静下来双方一起论理试图发现各方的利益不合理让对手的要求显的不合理既成事实宣称争论的问题已经定下来，不能改变,11.6 Contract Administration,2018/1/10,36,Contract Administration,Contract administration ensures that the sellers performance meets contractual requirementsContracts are legal relationships, so it is important that legal and contracting professionals be involved in writing and administering contractsMany project managers ignore contractual issues, which can result in serious problems,2018/1/10,37,Suggestions on Change Control for 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 approvedEvaluation of any change should include an impact analysis. How will the change affect the scope, time, cost, and quality of the goods or services being provided? Changes must be documented in writing. Project team members should also document all important meetings and telephone phone calls,11.7 Contract Close-out,2018/1/10,39,Contract Close-out,Contract close-out includesproduct verification to determine if all work was completed correctly and satisfactorilyadministrative activities to update records to reflect final resultsarchiving information for future useProcurement audits identify lessons learned in the procurement process,2018