I. Introduction
I have made the decision to purchase the scheduling tool. Besides procuring the software,
it is necessary that I procure supplementary items and services to execute and position the
scheduling tool. It is necessary that I complete these tasks, which include: Employ technicians to set up and arrange the software for ADC Employ a teaching entity to explain the procedure for utilizing the scheduling tool Purchase a new server and software to administer the tool and store the databank Employ scheduling tool utilization specialists to train PMs for sixty days
following the launch Strategize for the elimination and discarding of the prior scheduling tools My manager has arranged a conference today to deliberate my stratagem for procuring
the supplementary items and services necessary for project completion. I have created this
PowerPoint Presentation in order to present the procurement strategy I will utilize for the above mentioned necessary tasks. We will begin by discussing various contracts that could be utilized
for each of these tasks. (Colorado Technical University Online, 2016) II. Procurement Contracts
If you are a procurement expert you are aware that the kind of procurement contract utilized has a substantial influence on the achievement of a project. To obtain the most beneficial
result it is helpful to be knowledgeable regarding the various contracts utilized in the
procurement procedure. A project manager may choose a contract founded on the most efficient
procurement agreement for their firm and the vendor dependent upon objectives and ensuring
everybody’s welfares are protected. (Procurement Contracts for Project Management – 101,
2015) The contract is the outline for every project so it is crucial to utilize the appropriate
contract. Let’s begin by discussing the some examples of procurement contracts. In a firm fixed
price contract the expense is fixed, so is the deadline for completion. For instance, the contract
can say that the vendor has to finish the task for $15,500 by the 31st of the month. If the vendor
for any reason has an upsurge in expenses he is accountable for paying the bill. This is the
simplest kind of contract for project managers to utilize for procurement due to the fact that it is
simple to collect bids and assess them. A cost plus contract includes an inducement for the
vendor to perform an enhanced task. For example, the contract may contain a monetary
inducement if the vendor completes the task earlier than agreed to, completes the task under cost,
or completes the task in a model style. A fixed price at cost contract is the kind of contract to
utilize if the project is long due to the fact that it safeguards the vendor from price increases. For
instance, a clause giving the vendor a specified percentage rise once a certain total of time has passed based on the Consumer Price Index will protect the vendor from inflation. (Procurement
Contracts for Project Management – 101, 2015)
The time and materials contract is typically utilized when the vendor is providing labor,
and the risk is equally dispersed to both purchaser and vendor. This kind of contract is usually
utilized to employ a professional or supplementary external vendor. The project manager has to
list the wanted credentials and/or knowledge, and the vendor will provide an hour fee as a bid.
The project manager must place a maximum in order to avoid going over the financial plan. One
more commonly utilized contract is the cost reimbursable contract. This kind of contract is
suitable when the scope of a project is undefined or vague, it can aide with keeping members on
task and within the financial plan. The simple idea is that the vendor will be compensated for
expenses when work is finished, and will receive a payment to be utilized as his revenue. The
payment to the vendor can be founded on how effective the vendor meets or surpasses the project
goals, how quickly the job is finished while meeting requirements, or how well he manages to
stay within the financial plan. Project managers can evade scope creep by capping the vendor’s
payment. The Cost Plus Contract is suitable when a project is high risk because the vendor is
safeguarded from risk due to the fact that we assume all of them. The contract needs to state that
the vendor will be compensated for his expenses plus a non-performance-based payment. For
instance, the vendor will be compensated for expenses, plus will receive a $10,000 payment.
(Procurement Contracts for Project Management – 101, 2015) III. Hiring Technicians
In regards to hiring technicians to set up and arrange the software for ADC, the stratagem
I would utilize for procurement is public advertising. This is an announcement for public bids
from all possible software installation firms. I chose this stratagem due to the fact that it will help ensure that the best qualified installation firm will be chosen for ADC’s scheduling tool project.
We will be able to conduct an analysis on the firms and their bids. The alternative stratagem of
handpicking a firm in my opinion would be inadequate due to the fact that it would not allow for
an examination of the bids of firms that are interested in conducting the required work and would
not ensure that the most competent software installation firm would be chosen which could result
in inferior quality. Barriers that we will need to conquer when applying the chosen procurement
stratagem include financial and time limitations due to the fact that conducting public advertising
for bids will require both time and money. To minimize spending a significant amount of time
and money on public advertising a budget cap on both would prove to be very effective. Also, the
most effective contract to utilize here would be cost plus because if the technicians are given
incentives to install and configure our software we could save both time and money in the long
run and have the potential to complete the project early. (Taylor, 2004) IV. Hiring A Training Entity
In regards to employing a training entity to show the PMs the procedure of utilizing the new scheduling tool, the stratagem I would utilize to procure this service is conducting
interviews for possible instructors. This stratagem would guarantee that the highest skilled
instructors are members of the training entity. Proficient workers are necessary to ensure that our
PMs quickly and efficiently learn how to utilize the scheduling tool. Potential barriers when
executing this stratagem include verification of the certifications provided by the potential
applicants and time restrictions due to it being necessary to conduct interviews and make choices
in a certain amount of time. To conquer these barriers, the interviewer could request appropriate
supplementary credentials to prove they are genuine or require the certifications to come directly
to ADC from the certifying company. The best contract to utilize here is a firm fixed price contract because upon hire employees of the training entity will be paid a set hourly rate. (Taylor,
2004) V. Buying New Server & Software In regards to purchasing a new server and software to administer the tool and store the
databank, the stratagem I wish to utilize to procure these items is identifying genuine providers
that assure genuine goods and stand behind their products. This stratagem is the best choice due
to the fact that it will help ensure that only the highest quality products are procured for ADC’s
utilization. It was a tough decision due to high market saturation with second-rate sellers the
identification of a genuine seller is hard. A potential barrier of this stratagem is establishing a
track team that reveals the best sellers in the marketplace. To conquer this barrier, a proficient
inside group will be assigned to the track team to guarantee the highest quality goods are
procured. The best contract to utilize for procurement of the server and software is the time and
materials contract since these are both product requirements for project completion. (Taylor,
2004) VI. Hiring Experts
In regards to employing scheduling tool utilization specialists to train PMs for sixty days following the launch, the stratagem I want to utilize for procurement is choosing the highest
qualified alumni from the local colleges that are educated in this scheduling tool. I chose this
stratagem due to the fact that it makes certain only capable, trained, and educated specialists will
be hired to perform this task. The alternative option of choosing from the labor market is
insufficient because there is no assurance of the obtainability of highly trained and skilled
workers. The potential barrier to this stratagem is local colleges that offer classes on this scheduling tool. To conquer this barrier, assigning someone to conduct research via the internet
and by phone to see which colleges in the area offer specific classes for our new scheduling tool
is necessary. The most effective contract to utilize for procurement of training specialists is cost
sharing because it gives the instructors incentives and motivation to teach the employees to the
best of the ability. (Taylor, 2004) VII. Elimination & Disposal Old Software
In regards to a strategy for the elimination and discarding of the prior scheduling tools,
the stratagem I want to utilize is selling to an enterprise that deals in selling second-hand
software. I chose this stratagem due to the fact that the server and software have some residual
value upon disposal. The alternative option to dispose of the items is inefficient because the
items do possess residual value. The potential barrier to executing this task is in knowing which
enterprises buy used hardware and software. The strategy to conquer this barrier is to sell the
hardware and software at a discounted market price to both attract buyers and sell the items
quickly. The best contract to utilize here is a firm fixed price because all of the hardware and
software will be sold for one fixed price. (Taylor, 2004) VIII. References
Procurement Contracts for Project Management – 101. (2015). Concord. Retrieved from
http://blog.concordnow.com/procurement-contracts-for-project-management-101/
Taylor, J. (2004). Managing information technology projects: applying project management
strategies to software, hardware, and integration initiatives. Amacom. Retrieved from
https://meandmyheart.files.wordpress.com/2010/04/managing-information-technologyprojects-chapter-1.pdf

 

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