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Procurement Management

5 minutes 5 Questions

Procurement Management refers to the processes necessary to purchase or acquire the goods and services needed from outside the project's performing organization. For any project, making decisions about procurement can significantly impact cost, risk and the quality of work. As a part of project governance, procurement management gives a structured method for supplier selection, maintains supplier relationships, and optimizes procurement to improve overall project performance.

Guide: Procurement Management in Project Goverance

Procurement Management is a core area in Project Management and involves the process of purchasing or acquiring the goods and services needed from outside organizations.

Why is it important? Procurement management directly influences a project’s cost, schedule and overall success. Especially in large projects, inaccurate procurement can lead to substantial financial loss and project delay.

What is it? Procurement management involves procuring goods and services from external sources by establishing requirements, identifying potential suppliers, conducting a competitive bid process, negotiating contracts, establishing payment terms, and managing the supply contract.

How does it work? It works hand-in-hand with other project management areas such as risk management, scope management, integration management, etc. Procurement management involves identifying procurement needs, preparing solicitations, obtaining responses, selecting a supplier and administering the contract.

Exam Tips: Answering Questions on Procurement Management Understanding processes, key terms and concepts related to procurement management will help in answering procurement management questions. Ability to apply theory into practice can be critical in exams, so scenarios are often used in questions. Tip 1: Pay attention to the kind of contract being used, as it influences risk levels. Tip 2: Consider the ethical implications of the scenario presented. Tip 3: Understand the difference between procurement management and purchasing.

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CAPM - Project Governance Example Questions

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Question 1

You are a project manager for a company that's constructing a new office building. The subcontractor hired to install the HVAC system has not kept to the agreed schedule, putting the project behind. What is your best course of action in this situation?

Correct Answer: Communicate with the subcontractor about the issue and discuss possible solutions to get back on schedule.

The best course of action in this situation is to communicate with the subcontractor about the issue and discuss possible solutions to get back on schedule. This is because open and clear communication can often solve problems and help projects get back on track. The other options are not ideal because firstly, cancelling the contract with the subcontractor and find a new one to replace them would result in more delays and potential costs. Secondly, ignoring the delay, hoping that the subcontractor will catch up their work in the future, is not a proactive approach to problem-solving and could lead to further delays. Lastly, raising the issue with senior management without discussing it with the subcontractor denies the subcontractor the opportunity to correct the issues and also shows a lack of direct problem management.

Question 2

You are managing a large-scale infrastructure project involving multiple subcontractors for a government contract. The project has strict compliance requirements and budget constraints, expecting high-quality deliverables within a tight timeline. Mid-project, a critical supplier fails to deliver key components, affecting the project schedule and potentially increasing costs due to delays. This supplier has been a reliable partner in past projects, but their recent merger with another company has led to internal issues affecting their delivery commitments. Considering the importance of maintaining project schedule and quality within the approved budget, and the long-term relationship with the supplier, which is the best course of action to manage the situation?

Correct Answer: Conduct a make-or-buy analysis to explore alternative solutions while initiating a formal renegotiation process with the current supplier to address delivery issues.

The best course of action is to conduct a make-or-buy analysis to explore alternative solutions while initiating a formal renegotiation process with the current supplier to address delivery issues. This approach allows the project manager to assess potential backup options in case the renegotiation with the current supplier does not yield satisfactory results, while still giving the long-term partner an opportunity to rectify the situation. It strikes a balance between maintaining the project schedule and quality, and preserving the relationship with the supplier. Terminating the contract with the current supplier without a renegotiation process would be premature and could damage the long-term relationship unnecessarily. Requesting a cost reimbursement contract modification may not be feasible within the strict budget constraints of the project. Engaging in a partnership agreement with another contractor could introduce additional complexity and coordination challenges that may further impact the project timeline and deliverables.

Question 3

As a project manager, you have signed a fixed cost contract with a vendor. During the execution of the project, the vendor faces financial issues and asks for additional funds. What should be your course of action?

Correct Answer: Stick to the contract and motivate the vendor to manage within the agreed price

The best course of action when a vendor faces financial issues and asks for additional funds is to stick to the contract and motivate the vendor to manage within the agreed price. As a project manager, you've agreed upon a fixed cost contract which is legally binding. The other options are not considered best practices. Covering the extra financial demand from the project contingency reserve would inappropriately use funds earmarked for unexpected expenses in project execution, not vendor financial issues. Reporting the vendor to the legal department is an extreme step and may not necessarily resolve the immediate problem of project completion. Finally, terminating the contract and searching for a new vendor would lead to delay in project execution and additional unplanned costs.

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