【管理类】项目管理（全英文版）(12)

©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA123ProjectProcurementManagementincludestheprocessesrequiredtoacquiregoodsandservicesfromoutsidetheperformingorganization.Forsimplicity,goodsandser-vices,whetheroneormany,willgenerallybereferredtoasa“product.”Figure12–1providesanoverviewofthefollowingmajorprocesses:12.1ProcurementPlanning—determiningwhattoprocureandwhen.12.2SolicitationPlanning—documentingproductrequirementsandidentify-ingpotentialsources.12.3Solicitation—obtainingquotations,bids,offers,orproposalsasappropriate.12.4SourceSelection—choosingfromamongpotentialsellers.12.5ContractAdministration—managingtherelationshipwiththeseller.12.6ContractClose-out—completionandsettlementofthecontract,includ-ingresolutionofanyopenitems.Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindi-vidualsorgroupsofindividualsbasedontheneedsoftheproject.Althoughtheprocessesarepresentedhereasdiscreteelementswithwell-definedinterfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.Processinterac-tionsarediscussedindetailinChapter3,ProjectManagementProcesses.ProjectProcurementManagementisdiscussedfromtheperspectiveofthebuyerinthebuyer-sellerrelationship.Thebuyer-sellerrelationshipcanexistatmanylevelsononeproject.Dependingontheapplicationarea,thesellermaybecalledacon-tractor,avendor,orasupplier.Thesellerwilltypicallymanagetheirworkasaproject.Insuchcases:•Thebuyerbecomesthecustomerandisthusakeystakeholderfortheseller.•Theseller’sprojectmanagementteammustbeconcernedwithalltheprocess-esofprojectmanagement,notjustwiththoseofthisknowledgearea.•Thetermsandconditionsofthecontractbecomeakeyinputtomanyoftheseller’sprocesses.Thecontractmayactuallycontaintheinput(e.g.,majorde-liverables,keymilestones,costobjectives)oritmaylimittheprojectteam’soptions(e.g.,buyerapprovalofstaffingdecisionsisoftenrequiredondesignprojects).Thischapterassumesthatthesellerisexternaltotheperformingorganization.Mostofthediscussion,however,isequallyapplicabletoformalagreementsenteredintowithotherunitsoftheperformingorganization.Wheninformalagreementsareinvolved,theprocessesdescribedinProjectHumanResourceManagement,Chapter9,andProjectCommunicationsManagement,Chapter10,aremorelikelytoapply.PROJECTPROCUREMENTMANAGEMENT1212.1ProcurementPlanning12.2SolicitationPlanning12.3Solicitation12.4SourceSelection12.5ContractAdministration12.6ContractClose-out124©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USAFIGURE12–1AGUIDETOTHEPROJECTMANAGEMENTBODYOFKNOWLEDGE12.4SourceSelection12.5ContractAdministration12.6ContractClose-out.1Inputs.2ToolsandTechniques.3Outputs.1Contractdocumentation.1Procurementaudits.1Contractfile.2Formalacceptanceandclosure.3.3.3.3.3.1.1Inputs.2ToolsandTechniques.3Outputs.1Proposals.2Evaluationcriteria.3Organizationalpolicies.1Contractnegotiation.2Weightingsystem.3Screeningsystem.4Independentestimates.1Contract.3.3.3.3.3.3.3.3.1Inputs.2ToolsandTechniques.3Outputs.1Contract.2Workresults.3Changerequests.4Sellerinvoices.1Contractchangecontrolsystem.2Performancereporting.3Paymentsystem.1Correspondence.2Contractchanges.3Paymentrequests.3.3.3.3.3.3.3.3.3.3.3.112.1ProcurementPlanning12.2SolicitationPlanning12.3Solicitation.1Inputs.2ToolsandTechniques.3Outputs.1Procurementdocuments.2Qualifiedsellerlists.1Biddersconferences.2Advertising.1Proposals.3.3.3.3.3.1Inputs.2ToolsandTechniques.3Outputs.1Scopestatement.2Productdescription.3Procurementresources.4Marketconditions.5Otherplanningoutputs.6Constraints.7Assumptions.1Make-or-buyanalysis.2Expertjudgment.3Contracttypeselection.1Procurementmanagementplan.2Statement(s)ofwork.3.3.3.3.3.3.3.3.3.3.3.3.3.1.1Inputs.2ToolsandTechniques.3Outputs.1Procurementmanagementplan.2Statement(s)ofwork.3Otherplanningoutputs.1Standardforms.2Expertjudgment.1Procurementdocuments.2Evaluationcriteria.3Statementofworkupdates.3.3.3.3.3.3.3.3.3.3.1.3ProjectProcurementManagementFigure12–1.ProjectProcurementManagementOverviewPROJECTPROCUREMENTMANAGEMENT12.1.1.4©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA12512.1PROCUREMENTPLANNINGProcurementplanningistheprocessofidentifyingwhichprojectneedscanbebestmetbyprocuringproductsorservicesoutsidetheprojectorganization.Itinvolvesconsiderationofwhethertoprocure,howtoprocure,whattoprocure,howmuchtoprocure,andwhentoprocureit.Whentheprojectobtainsproductsandservicesfromoutsidetheperformingor-ganization,theprocessesfromsolicitationplanning(Section12.2)throughcontractclose-out(Section12.6)wouldbeperformedonceforeachproductorserviceitem.Theprojectmanagementteamshouldseeksupportfromspecialistsinthedisci-plinesofcontractingandprocurementwhenneeded.Whentheprojectdoesnotobtainproductsandservicesfromoutsidetheper-formingorganization,theprocessesfromsolicitationplanning(Section12.2)throughcontractclose-out(Section12.6)wouldnotbeperformed.Thisoftenoccursonresearchanddevelopmentprojectswhentheperformingorganizationisreluc-tanttoshareprojecttechnology,andonmanysmalle