Control Procurements
Figure 45:Control Procurement s: Inputs, Tools and Techniques, and Outputs. : Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), (5th Edition)" by Project Management Institute, 2013, p. 379. Newton Square, PA: Project Management Institute, Inc. Reprinted without permission
Figure 45: Control Procurement s above depicts all the possible inputs tools and techniques resulting in Work performance information, Change requests, Project management plan updates and Organizational process assets updates
12.3 Control Procurements
Process Definition
Control Procurement s focus deals with monitoring and controlling vendor relationships from a contract standpoint. Both parties perform as specified in the contract. Does the contract still meet the project requirements? Our contract modifications to comply with changing project requirements.
Process Assessment
Many variables go into the Control Procurement Process. Procurement directs and manages vendors. Controls and verifies specifications of deliverables. Procurement ensures that vendors abide by new specifications as detailed in addendum contracts. Anticipates risks and takes the necessary steps to transfer or mitigate risks to vendors or insurance companies in the form of hedges. Procurement s fiduciary responsibility is to the project to ensure uninterrupted delivery of materials and resources to meet the project requirements.
Control Procurements
12.3.1
Input
In PGMT 611, Project Management Plan for ITD an input for Control Procurement s to acquire additional personnel to fill the gaps.
12.3.2
Tools and Techniques
Procurement Change letter to supplier 614:
In PGMT 614, a letter written to long time supplier a technique to reduce the cost of materials by 9 percent due to budget constraints of the Bicycle Project.
12.3.3
Outputs
Change Request for Compressed Schedule 614:
In PGMT 614, Change Request an output submitted for approval to compress the schedule an add human resources.