工程项目管理-英文课件-ProjectProcurement.ppt

1、Project ManagementProject Procurement &Contract AdministrationJiwei MaContentProject procurement conceptPlanning of project procurementSource selection and solicitationBid evaluation methodsContract administrationConstruction project procurementProject Procurement ConceptDefinitionProject procuremen

2、t and operation procurementProject procurement categoriesTypes of contractBasic procedure of project procurementProject Procurement ConceptDefinitionProject management tasks to deal with part of the projects scope of work which will be bought from another organization, sometimes the result of compan

3、y teaming arrangements, but most typically resulting from contracting or subcontracting project scope.Project Procurement ConceptProject procurement and operation procurementBoth purchase products and services from another organizationUsually through solicitation and competition bid or negotiationUs

4、ually under the format of contract or mutual agreementSometimes form stable relationships, such as alliance or partneringThe process needs to be monitored, managed, and finally auditedProject Procurement ConceptOperation procurementContinuous on-going production environmentMature organization with s

5、tabilized positionLong-term cooperationMostly bulk quantity purchaseMinimized nonstandard productProject procurementNon-repetitive, progressive environmentTemporarily established organizationShort-term cooperationMostly low-volume quantityUsually customized product or serviceProject Procurement Conc

6、eptProject procurement categoriesMaterials or products Equipment or toolsLaborsProfessional servicesEntirely engineered systemProject Procurement ConceptTypes of contractLump sum contractCustomized product or complicated systemUnit price contractCommodities or standard services without predefined qu

7、antityCost + fee contractProfessional services or laborsProject Procurement ConceptBasic procedure of project procurementDefine the project scope: produce or procureDraft of project procurement planSource selection and solicitationProposal evaluation and negotiationSupplier selectionMutual agreement

8、 or signing of contractContract administrationClose out of the contractPlanning of Project ProcurementBasic rulesClearly defined scope is the basis of procurementDifferent categories of procurement need different types of procedures and methodsProcurement itself costs time and moneyItems on critical

9、 path and long-lead items are critical to project implementationLong-term relation with supplier makes differenceEarly supplier involvement is important to projects successVariations to contract might contain serious impact on projectPlanning of Project ProcurementProcedureDefine the scope of procur

10、ementCategorize and list procurement itemsSelect contract type, accordinglyDetermine principles of source selectionDetermine solicitation methods, respectivelyDetermine proposal evaluation method, respectivelyDefine contract administration responsibilities and tasksDefine contract closeout procedure

11、sPlanning of Project ProcurementContent of project procurement planScope of procurementProcurement responsibilities of project team membersProcedure of procurementSource selection and solicitationEvaluation method or criteriaTypes of contracts or agreementsMonitoring and managing of procurement cont

12、ractCloseout of contractSource Selection and SolicitationSource selectionBased on selection procedureOpenInvitedExclusiveBased on supplier categoryDomestic, joint venture or foreign companyCompany or individualBased on supplier identificationVendor or service providerDistributor or dealer/agentSourc

13、e Selection and SolicitationSolicitationMethodsPublic announcement (media)Selected invitation (with prequalification)Selected invitation (without prequalification)Direct negotiation (long-term partners)PrinciplesSelection of the solicitation methods: characteristics of products or servicesPublic fun

14、ded project: “selective” and “non-discriminative” solicitationBid Evaluation MethodsBy evaluation criteriaLow priceCost effectivenessPerformanceBy procedureCompetitive bidNegotiationTechnical feasibility evaluation + price selectionBy executive bodyProcurement management personnelThird party or cons

15、ulting personnelContract AdministrationOverall responsibilitiesPreparation and negotiation of contractMonitoring and managing contractManaging supplier communicationManaging supplier relationshipManaging procurement changeContract AdministrationKey tasksSet up contract administration team and workin

16、g procedurePlan for strategies and tactics to deal with suppliers based on their contract typesIdentify and analyze risks associated with various types of contracts and plan for mitigation strategiesDevelop and enforce key performance indicators Establish supplier reporting requirementsContract Admi

17、nistrationKey tasksMonitor contract execution progress and find any variations to contract in a timely mannerManage variations to contracts, including cost, quality, scope, delivery and any breaches of terms and conditionsMake payment schedule and monitor payment procedureDeal with claims and find a

18、ppropriate resolutionManage contract closeout and final auditingSelect historical procurement file for documentationConstruction Project ProcurementOverviewScope of procurementProcurement systemProcurement methodConstruction Project Process OverviewImplementationDecision MakingDesign PreparationDesi

19、gnConstructionStartupWarranteeDecision MakingProject ProposalFeasibility StudyDesign SpecificationPreliminary DesignDesign DevelopmentConstruction DocumentConstructionAcceptanceTIMEBusiness AnalysisTechnical DescriptionTechnical and implementation planningInput of labor, materials, equipment, servic

20、es, etc.Accounting, resolution of claims, etc.Testing, inspection, evaluation, etc.Construction Project ProcurementScope of procurementProfessional servicesFinancial, technical feasibility analysis, project management, technical consulting, geological survey, design, inspection, testing, legal servi

21、ces, etc.Engineered systemEntire system, part of a system, etc.MaterialBulk materials, special products, etcEquipment leasingEquipment, tools, etc.Labor supplySkilled, non-skilled, etc.Construction Project ProcurementProcurement systemDesigner led competitive tenderDesigner led construction works ma

22、naged for feePackage dealProject manager/clients representative-ledConstruction Procurement SystemConstruction ProjectProcurement SystemDesigner LedCompetition TenderDesigner Led Construction Managed for a FeePackageDealProject Manager/Owners Representative LedSeparate ContractsGeneral ContractManag

23、ement ContractingConstruction ManagementTurnkeyDesign-BuildOwnerDesigner Led Competitive Tender- Separate ContractsDesignerContractor 1Contractor 2Contractor mSupplier 1Supplier 2Supplier nDesigner Led Competitive Tender- General ContractorOwner*Owner outsourced tasksGeneral ContractorDesignerSuppli

24、erSubcontractor*SubcontractorSubcontractorSubcontractorTIMEDesignConstructionBiddingConstruction Project ProcedureOwnerMC/CMDesignerSubcontractorSubcontractor 1Subcontractor 2Subcontractor mSupplier 1Supplier 2Supplier nSupplier*Owner outsourced tasks*Designer Led Construction Management for a Fee-

25、Managing Contractor/Construction ManagementTIMEMC/CM Bidding。Construction DocumentConceptual DesignPreliminary DesignConstruction Project ProcedureSubcontractor BiddingPackage Deal Turnkey/Design-buildOwnerDesignerSupplierSubcontractorTurnkey/Design-build ContractorTIMETurnkey/D-B Bidding。Constructi

26、on DocumentConceptual DesignPreliminary DesignConstruction Project ProcedureSubcontractor BiddingConstruction Project ProcurementProcurement methodCompetitive bidPerformance based procurementConstruction Project ProcurementCompetitive bidThe contractor is selected on the basis of competitionDetailed

27、 design has to be finishedLow bidder preferred, in most casesUsually adopted for the selection of contractor, subcontractor, material supplier, equipment vendor and special service providerNot applicable for professional services, such as design, engineering, consulting, etc.Not applicable for labor

28、sMandatory for public funded project in some countriesScenario of Competitive BidOwnerDesignerSubcontractor 1Subcontractor 2Subcontractor iService Pvd 1Service Pvd 2Service Pvd jSupplier 1Supplier 2Supplier mVendor 1Vendor 2Vendor nGeneral Contractor mGeneral Contractor 1General Contractor 2General

29、Contractor 3Competitive BidAdvantagesLowest bid price selectedSimplified bid evaluation methodOpen and justified contract award procedureDisadvantagesPossible mistakes and missed items due to hasty bid preparationContradictory view on quality standard between owner and contractorQuality of the work

30、controlled only by project design and specificationPotential risks of project not identifiedQualification of the contractor not evaluatedProject experiences not used for future referenceConstruction Project ProcurementPerformance based procurementThe contractor is selected on the combined basis of c

31、ontractors performance and owners expectationContractors overall performance level has been evaluated based on the past performance and ability to minimize the project risksOwners priority of objectives or perception of risks has been taken into account of contractor selectionFinal output of contrac

32、tors performance and owners satisfaction will be rated and utilized for future referencePerformance Based ProcurementProcedureCollection of the contractors past performance informationRequest for and rating of risk assessment plan with a final shortlistInterview with project team and the key personn

33、el with prioritized listPre-award negotiation and contractor selectionReporting and rating of contractors performance in the projectPastPerformanceInformationRisk Assessment Plan & Short ListInterview & PrioritizationPre-AwardPeriodConstruction Reporting & FinalRatingPerformance Based Procurement Pr

34、ocedureTimeNumber of Competitive FirmsPastPerformanceInformationRisk Assessment Plan & Short ListInterview & PrioritizationPre-AwardPeriodConstruction Reporting & FinalRatingTimePerformance Based Procurement ProcedureNumber of Competitive FirmsPast Performance InformationPast Performance Information

35、 will be collected on all critical team components, which may include: The ContractorCritical Individuals (Project Manager, Site Superintendent)Critical Subcontractors (Mechanical, Electrical, Roofing, etc)The performance of ALL components will impact the overall value of the performance level.The t

36、eam components cannot be changed/modified after the proposal is submitted. PastPerformanceInformationRisk Assessment Plan & Short ListInterview & PrioritizationPre-AwardPeriodConstruction Reporting & FinalRatingTimePerformance Based Procurement ProcedureNumber of Competitive FirmsRisk Assessment Pla

37、n ContentsThe RA Plan should clearly address the following items:List and prioritize major risk items (areas that may cause the project to not be completed on time, not finished within budget, generate any change orders, or may be a source of dissatisfaction for the owner).Explain how the builder wi

38、ll avoid / minimize the risk.Provide a general project schedule documenting general milestones. Propose any options that could increase the value (expectation or quality) of their work.Short ListAll of the information collected will be inputted into a evaluation modelPast performance information (al

39、l components)RA Plan ratingThe model will prioritize the bidders based on the information and predetermined weightsThe Owner will use the information to identify the firms to be shortlistedPastPerformanceInformationRisk Assessment Plan & Short ListInterview & PrioritizationPre-AwardPeriodConstructio

40、n Reporting & FinalRatingTimePerformance Based Procurement ProcedureNumber of Competitive FirmsInterviewsThe Owner will interview all key personnel. They will be interviewed separately and then as a group. No substitutions will be allowed after proposals are submittedInterview period is used to iden

41、tify how well the personnel understand the project and potential risks.Selecting the Best-ValueThe interview score (along with the RA Plan Score and Past Performance Information), will be inputted into a final evaluation modelThe owner will review and analyze the prioritization in the modelThe owner

42、 may select the highest-ranked proposal, or another option based on perceived riskThe best-valued firm will be invited to the pre-award meetingPastPerformanceInformationRisk Assessment Plan & Short ListInterview & PrioritizationPre-AwardPeriodConstruction Reporting & FinalRatingTimePerformance Based

43、 Procurement ProcedureNumber of Competitive FirmsObjective of Pre-Award PeriodReview all identified risks and develop a plan to minimize all risks.Provide a detailed project schedule.Coordinate the requirements in detail with all critical elements and client.Work out any conflicts.Answer any questio

44、ns by client.Provide their QC/QA procedures (quality measurements, housekeeping, etc).Identify what they will do if any problems arise.Pre Award MeetingThe firm will be responsible for identifying how they will minimize all risksThe firm will provide the QA/QC documentIf the best-valued firm cannot minimize all of the identified