12. Project Procurement Management

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12.3 Control Procurements

In the Control Procurement process the project manager oversees procurement, suppliers, Contracts and Contractor performance; changes and corrections to the procurement and contracting processes are also part of this process.  This is where the project team makes sure they are getting the most effective use of project purchases.  The Inputs, Tools & techniques and Outputs are listed in figure 45.12.3 fig 45 p 379.png

Figure 45. Develop Project Charter: Inputs, Tools & 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. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

 Process Definition

During the Control Procurements process the project management team arbitrates contracts between the buyers and sellers of contracted procurement.  They ensure that each party completes contracted obligations and reports the status of the contract to all parties.  This may be done by an administrator, separate from the project team or from the contract office; but this person should be inducted into the project team to ensure proper coordination and project flow. 

Process Assessment

Contractual performance effect the project work, quality, schedule, risks and change control processes. For this reason Control Procurement is a vital part of project management.  Problems with contract fulfillment may delay a project costing more money and place the overall results in jeopardy.  



One of the agreements we were required to draft was a Fix Price Contract.  In PMGT501 for our sustainable home construction project we included a fixed priced contract for and out sources contractor.  I've included that contract in 12.3.1.

Tools & Techniques

It took a while to find because we weren't required to perform many of these but, in PMGT 614 we had developed a contractor performance review.  This was for our bicycle build and address the many sources for parts procurement and why we chose them.  see 12.3.2


In PMGT614 included a require for documents to update the Project Management Plan.  I had to compile them into one document as they were delivery as separates in one folder.  In 12.3.3 I enclosed everything except for the MS Project file.  The cost breakdown was done similar to an Excel WBS without the Gant chart.  MS Project files are difficult to read in this format and wouldn't have added anything to the assignment.  

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