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.It involvesconsideration of whether to procure, how to procure, what to procure, how muchto procure, and when to procure it.When the project obtains products and services from outside the performing or-ganization, the processes from solicitation planning (Section 12.2) through contractclose-out (Section 12.6) would be performed once for each product or service item.The project management team should seek support from specialists in the disci-plines of contracting and procurement when needed.When the project does not obtain products and services from outside the per-forming organization, the processes from solicitation planning (Section 12.2)through contract close-out (Section 12.6) would not be performed.This often occurson research and development projects when the performing organization is reluctantto share project technology, and on many smaller, in-house projects when the cost offinding and managing an external resource may exceed the potential savings.Procurement planning should also include consideration of potential subcon-tracts, particularly if the buyer wishes to exercise some degree of influence or con-trol over subcontracting decisions.Inputs Tools & Techniques Outputs.1 Scope statement.1 Make-or-buy analysis.1 Procurement.2 Product description.2 Expert judgment management plan.3 Procurement resources.3 Contract type selection.2 Statement(s) of work.4 Market conditions.5 Other planning outputs.6 Constraints.7 Assumptions12.1.1 Inputs to Procurement Planning.1 Scope statement.The scope statement (see Section 5.2.3.1) describes the currentproject boundaries.It provides important information about project needs andstrategies that must be considered during procurement planning.2 Product description.The description of the product of the project (described inSection 5.1.1.1) provides important information about any technical issues or con-cerns that would need to be considered during procurement planning.The product description is generally broader than a statement of work.A productdescription describes the ultimate end-product of the project; a statement of work(discussed in Section 12.1.3.2) describes the portion of that product to be providedby a seller to the project.However, if the performing organization chooses to pro-cure the entire product, the distinction between the two terms becomes moot.3 Procurement resources.If the performing organization does not have a formal con-tracting group, the project team will have to supply both the resources and the ex-pertise to support project procurement activities.4 Market conditions.The procurement planning process must consider what prod-ucts and services are available in the marketplace, from whom, and under whatterms and conditions.©1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA12512.1.1.5 A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE.5 Other planning outputs.To the extent that other planning outputs are available,they must be considered during procurement planning.Other planning outputswhich must often be considered include preliminary cost and schedule estimates,quality management plans, cash flow projections, the work breakdown structure,identified risks, and planned staffing.6 Constraints.Constraints are factors that limit the buyer s options.One of the mostcommon constraints for many projects is funds availability.7 Assumptions.Assumptions are factors that, for planning purposes, will be consid-ered to be true, real, or certain.12.1.2 Tools and Techniques for Procurement Planning.1 Make-or-buy analysis.This is a general management technique which can be used todetermine whether a particular product can be produced cost-effectively by the per-forming organization.Both sides of the analysis include indirect as well as directcosts.For example, the  buy side of the analysis should include both the actual out-of-pocket cost to purchase the product as well as the indirect costs of managing thepurchasing process.A make-or-buy analysis must also reflect the perspective of the performing orga-nization as well as the immediate needs of the project.For example, purchasing acapital item (anything from a construction crane to a personal computer) ratherthan renting it is seldom cost effective.However, if the performing organization hasan ongoing need for the item, the portion of the purchase cost allocated to the pro-ject may be less than the cost of the rental.2 Expert judgment.Expert judgment will often be required to assess the inputs to thisprocess [ Pobierz caÅ‚ość w formacie PDF ]