Procurement Management Process

Words: 1179
Pages: 5

The Processes of Project Procurement
Derrick A. Gardner
University of Maryland University College
PMAN 641
March 1, 2015 Project procurement management is an overall process that identifies and acquires the necessary products and services to successful support the development or the ongoing work of a project. Typically, it is the project managers responsibility to oversee the entire procurement process. However, in some instances, the company or organization may seek another person to carryout these responsibilities. According to the PMBOK (2013), there are four processes to project procurement management:
Plan Procurements;
Conduct Procurements;
Administer Procurements; and Close Procurements. Upon examining the
…show more content…
CONDUCT PROCUREMENTS According to the PMBOK (2013), Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. During this phase, buyers are responsible for evaluating bids or proposals from the sellers, and then selecting a seller to carry out the duties. Project managers of the Springfield Interchange Improvement Project did well with contract commencement. While they didn’t do well with administering the funds—with no prior experience with developing large projects, they were fully aware that additional expertise and experience would be required to successfully carry out the duties to develop this project. Therefore, project managers outsourced the heavy construction and decision-making to larger organizations (Shear, 2002).
ADMINISTER PROCUREMENTS According to the PMBOK (2013), Administer Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed. During this phase, project managers are responsible for monitoring the project’s performance against their initial requirements. Additionally, project managers should utilize the administer procure process and their techniques support the project’s ongoing operations (PMI, 2013, Section 12.3). While project’s performance was a struggle during the initial phase of the development, they had later improved that with the