Page 386 -
P. 386
12 - PROJECT PROCUREMENT MANAGEMENT
The Plan Procurement Management process also includes evaluating potential sellers, particularly if the buyer
wishes to exercise some degree of influence or control over acquisition decisions. Thought should also be given to
who is responsible for obtaining or holding any relevant permits and professional licenses that may be required by
legislation, regulation, or organizational policy in executing the project.
The requirements of the project schedule can significantly influence the strategy during the Plan Procurement
Management process. Decisions made in developing the procurement management plan can also influence the
project schedule and are integrated with Develop Schedule, Estimate Activity Resources, and make-or-buy analysis.
The Plan Procurement Management process includes evaluating the risks involved with each make-or-buy
analysis. It also includes reviewing the type of contract planned to be used with respect to avoiding or mitigating
risks, sometimes transferring risks to the seller.
12.1.1 Plan Procurement Management: Inputs
12.1.1.1 Project Management Plan
Described in Section 4.2.3.1. The project management plan describes the need, justification, requirements, and
current boundaries for the project. It includes, but is not limited to, the scope baseline contents:
• Project scope statement. The project scope statement contains the product scope description, service
description and result description, the list of deliverables, and acceptance criteria, as well as important
information regarding technical issues or concerns that could impact cost estimating. Identified
constraints may include required delivery dates, available skilled resources, and organizational policies.
• WBS. The work breakdown structure (WBS) contains the components of work that may be resourced
externally.
• WBS dictionary. The WBS dictionary and related detailed statements of work provide an identification
of the deliverables and a description of the work in each WBS component required to produce each
deliverable.
360 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
®
Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
