To establish proven processes and achieve high quality project outcomes, read this authoritative book. I recommend all project managers and their sponsors make this book a readily accessible desk reference. The very readable style helps clarify the procurement process and its application to everyday projects. It is concise and easy to understand. A good reference book for the procurement process, as well as a trouble shooting guide for contracting.
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Contracting, Subcontracting, Teaming. All rights reserved. Fleming, Quentin W. Includes bibliographical references. Project management. P75F Industrial procurement. This book is printed on acid-free recycled paper meeting the requirements of the American National Standard for Permanence in Paper for Printed Library Materials. Manufactured in the United States of America. List of Figures. What is Procurement Management.
Procurement Categories. Planning for the Procurement of Project Scope. Corporate Teaming Arrangements. Procurement Risks. Planning for the Solicitations. Legal Aspects of Project Procurements. Solicitation of Seller Proposals. Source Selection and Contract Award.
The Management of Project Procurements:. Contract Administration Closing-out Project Procurements. In Summary-Managing Project Procurements. Teaming Agreement Supplements. Glossary of Procurement Terms. About the Author. Subject Index.
T his is a new book on Project Procurement Management. A decade ago my son and I wrote a book on this same subject which. Our book covered the subject of project procurement management, but it was targeted specifically to the aerospace and defense industry, to those companies which had prime government contracts and were subcontracting large segments of their work to other firms for performance.
By contrast this new book is intended to provide a more general treatment on the subject, with application to any project, in any industry which buys their project scope from another firm.
However, there were sections in our earlier book which continue to apply nicely to projects in general. In particular the sections on teaming arrangements, types of contracts, risk management, and possibly others. These sections continue to be valid today.
Therefore, I will incorporate some text from our earlier work as it pertains to the broader issue of buying project scope. As an author and management consultant, I have acquired many books on my favorite subject of project management.
I have collected a rather extensive library of books on project management. Before starting with this project I conducted a "non-scientific" survey of my books on project management. The one thing that became obvious to me was that all of these books, without exception, had one thing in common: they do not address the subject of buying scope from another company.
It was as if most projects did all of their work themselves, with their own employees, within their own organizations. We know that is not the case with many projects. Typically, the more complex, the more challenging the project, the more work will be sent outside of the company for performance.
Yet there is a lack of coverage of project procurement management. Even the big five project management books the big sellers do not address.
Project Procurement Management. Question: how could we adequately define the scope of work on a new project without also doing a make or buy analysis? The answer: not very well. Fact: it is common today for companies to procure major portions of their projects from other companies.
And to compound the issue further, often the items which are bought from other companies are the high-risk portions of the project. After it's over, when management assesses what went wrong with their project performance, they often will find that it was the work which was contracted or subcontracted to another company which adversely impacted their overall project performance.
My conclusion: how well we manage other firm's performance to our projects will often determine how well, or how poorly we do on our projects. One of my pet concerns with how well procurement management works on projects centers on the critical relationship of the project manager to the procurement people, typically called buyers. We must always keep in mind that it is the project manager who has the ultimate responsibility for the project's technical performance, the cost and. By contrast those individuals who have their company's delegated procurement authority, the buyers, too often fail to recognize.
Often on the major complex procurements the project manager will elect to appoint a technical specialist to manage a critical component, functioning as a team leader in an integrated project team environment.
In such cases the assigned buyer must become a subordinate, a critical deputy to the designated project team leader. The point that many of these professional individuals fail to realize is that they exist to support the projects, not to interfere in the management of the project.
Managing the project is the responsibility of the person carrying the title of project manager. It is often only an attitudinal issue, but one which can impede the maximum performance on projects. One additional important point. In our book, my son and I subdivided the project procurement activities into three distinct.
In this landmark document which has since become the de facto world standard for project management, they elected to subdivide the project procurement effort into six distinct processes:. I fee! Thus, in this book I will follow the model of the PMBOK Guide and describe project procurement management as having six distinct processes.
As I look back on my industrial career, every major subcontract I worked followed these six distinct processes. It was my distinct privilege to serve on the eight person core team which updated this document for the year edition. I was assigned responsibility by our project manager Ms.
Cynthia A. In this book we will also use these same two terms. Quentin W. Tustin, California, USA h ttp:. B eginning in I started a long-term relationship with the University of California at Irvine to assist them to deliver a series of. It has been a successful series and has reached thousands of individuals, literally around the world. We have qualified six instructors to deliver this course. Each of these individuals took time from their busy schedules to read my draft manuscript and provide their comments, concerns, and suggestions.
We need to give them a "special thanks" for their help. Lastly, my son Sheldon J. Fleming is a practicing attorney here in California and he reviewed the materials on the legal aspects of pro- curement. Thanks Shel. Centralized versus Decentralized Purchasing Authority.
Scope Definition must include "make" or "buy" choices. The project "make" or "buy" process. Teaming with a Superior-Subordinate Relationship. Superior-Subordinate: sometimes firms change places. Teaming Arrangement with Equal Partners. An umbrella contract for one project-without teaming. Information flow using "The Brainstorming Technique". Information flow using "The Delphi Technique".
Qualitative Risk Analysis: probability times consequences. Qualitative Risk Analysis: the ranking of project risks. The Art of Selecting a Contract Type. Contract Types: two generic families. Incentive Fee versus Award Fee Relationships. Various contract types are available. Balancing Risks between Buyer and Seller. Project Procurements have three distinct phases. Scheduling: deciding when each buy "must be" Awarded. Scheduling: deciding when each buy "can be" Awarded.
Procurement Lead-Time: essential to the process. Procurements sometimes encounter negative float.
ISBN 13: 9780974391205
Quentin W. Not all project procurements are the same. Unless the project carefully makes an assessment of the items it will make, versus the items it will buy, and then adequately plans for these purchases, the risks of performance will increase. Project procurements are simply sub-projects, which need to be managed well, not blindly delegated to an independent organization to buy for the project. Certain procurements, major complexity developments, creating something new, which does not exist, according to the project's unique specification, must be managed by the project team, and supported by the professional procurement organization.
Project Procurement Management - Contracting, Subcontracting, Teaming -C
Project Procurement Management: Contracting, Subcontracting, Teaming
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Project Procurement Management : Contracting, Subcontracting, Teaming