Plan Procurement Management in ClickUp

Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach and identifying potential sellers. This process is performed once or at predefined points in the project.

INPUTS

Project charter
Business documents
• Business case
• Benefits management plan
Project management plan
• Scope management plan
• Quality management plan
• Resource management plan
• Scope baseline
Project documents
• Milestone list
• Project team assignments
• Requirements documentation
• Requirements traceability matrix
• Resource requirements
• Risk register
• Stakeholder register
Enterprise environmental factors
Organizational process assets

TOOLS & TECHNIQUES

Expert judgment
Data gathering
• Market research
Data analysis
• Make-or-buy analysis
Source selection analysis
Meetings

OUTPUTS

Procurement management plan
Procurement strategy
Bid documents
Procurement statement of work
Source selection criteria
Make-or-buy decisions
Independent cost estimates
Change requests
Project documents updates
• Lessons learned register
• Milestone list
• Requirements documentation
• Requirements traceability matrix
• Risk register
• Stakeholder register
Organizational process assets updates

Create Project Management Tasks

In the Planning list, representing Planning Process Group, create the Plan procurement management task and subtasks corresponding to the output of the Plan Procurement Management process:

  • Develop procurement management plan
  • Develop procurement strategy
  • Develop bid documents
  • Develop procurement statement of work
  • Develop source selection criteria
  • Make make-or-buy decisions
  • Develop independent cost estimates
  • Prepare change requests
  • Update project documents
  • Update organizational process assets

Create Project Management Documents

In the Docs section, create the output documents:

  • Procurement Management Plan
  • Procurement Strategy
  • Bid Documents
  • Procurement Statement of Work
  • Source Selection Criteria
  • Make-or-Buy Analysis
  • Independent Cost Estimates

The procurement management plan contains the activities to be undertaken during the procurement process. The procurement management plan can include guidance for:

  • How procurement will be coordinated with other project aspects
  • Timetable of key procurement activities
  • Procurement metrics to be used to manage contracts
  • Stakeholder roles and responsibilities related to procurement
  • Constraints and assumptions that could affect planned procurements
  • The legal jurisdiction and the currency in which payments will be made
  • Determination of whether independent estimates will be used
  • Risk management issues
  • Prequalified sellers, if any, to be used

The procurement strategy determines:

  • The project delivery method
  • The type of legally binding agreement(s)
  • How the procurement will advance through the procurement phases

Bid documents are used to solicit proposals from prospective sellers. Depending on the goods or services needed, the bidding documents can include a request for information, request for quotation, request for proposal, or other appropriate procurement documents.

The statement of work (SOW) for each procurement is developed from the project scope baseline and defines only that portion of the project scope that is to be included within the related contract. The phrase terms of reference (TOR) is sometimes used when contracting for services. Similar to the procurement
SOW, a TOR typically includes these elements:

  • Tasks the contractor is required to perform
  • Standards the contractor will fulfill
  • Data that needs to be submitted for approval
  • Detailed list of all data and services that will be provided to the contractor
  • Definition of the schedule for submission and the review/approval

In choosing source selection criteria, the buyer seeks to ensure that the proposal selected will offer the best quality for the services required. The source selection criteria may include:

  • Capability and capacity
  • Product cost and life cycle cost
  • Delivery dates
  • Technical expertise and approach
  • Specific relevant experience
  • Adequacy of the proposed approach and work plan
  • Key staff’s qualifications, availability, and competence
  • Financial stability of the firm
  • Management experience
  • Suitability of the knowledge transfer program, including training

A make-or-buy analysis results in a decision as to whether particular work can best be accomplished by the project team or needs to be purchased from outside sources.

For large procurements, the procuring organization may elect to either prepare its own independent estimate or have a cost estimate prepared by an outside professional estimator to serve as a benchmark on proposed responses.

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