PROJ 410 DEVRY Course,PROJ 410 DEVRY Tutors,PROJ 410 DEVRY Assignments Flashcards
PROJ 410 Week 4 DQ 1
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PROJ 410 Week 4 DQ 1
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The formulation of evaluation criteria has long-lasting implications throughout the life cycle of a contract. The result should be picking the right seller for the contract. In fact, the development of evaluation criteria has often been debated to be one aspect of contract procurement that needs to be closely coordinated with both the contract administrator and project manager. What are your thoughts on the role that the contract manager should have in the development of evaluation criteria? What about the project manager? Who else should be involved in establishing and applying the evaluation criteria?
It is very common to find customers/clients that fail to identify the RFP evaluation criteria during the procurement planning process, and in fact do not define the evaluation criteria until after proposals have been received and the evaluation process is set to begin. What do you think the risk of waiting is until bids have been received to establish the evaluation criteria to be used to select a preferred vendor?
Do you think that clearly defining the evaluation criteria as part of the procurement process also locks in the Client to making his/her selection based on the specific criteria identified, thus reducing the potential for a client making a selection purely on subjective criteria (even through the ranking of proposals on a pre-defined set of criteria could in itself be subjective)?
Once the evaluation criteria are agreed upon by the outsourcing team, the customer should rank the vendors based on their fulfillment of the criteria. Please Identify the five common steps involved in the evaluation of vendor proposals.
do you think that procurements are rarely protested due to unclear or unspecified evaluation criteria, or do you feel it happens more often than we think? Do you feel a vendor is likely to protest a selection process for the sake of getting the decision overturned and possibly even getting selected, regardless of what it does to the relationship with the client/owner?
Should vendors be aware of the evaluation criteria during the procurement phase, or after they have submitted their proposals/bids?
Why do you think some owners do not like to define the selection/evaluation criteria as part of the request for proposals?
is it bad to have a vendor developing his/her proposal based on the evaluation criteria provided in the RFP or RFQ?
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PROJ 410 Week 3 DQ 2
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PROJ 410 Week 3 DQ 2
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It is very common to find buyers who fail to identify the RFP evaluation criteria during the project procurement planning process, and in fact, do not define the evaluation criteria until after proposals have been received and the evaluation process is set to begin. What do you think is the risk of waiting until bids have been received to establish the evaluation criteria to be used to select a preferred contractor?
Besides evaluating the risk of waiting until bids are submitted, also consider the question from the potential vendors’ point of view. Should vendors be aware of the evaluation criteria during the procurement phase, or after they have submitted their proposals/bids?
Finding buyers that fail to identify the RFP evaluation criteria during the project procurement planning process would hurt schedule and scope. Besides, if you get the proposals and read them before you create evaluation criteria, you run the risk of consciously or subconsciously creating evaluation criteria based on what you’ve read which could create a bias towards one of the proposals. Finally, without having your criteria set ahead of time, there is a high risk of setting yourself up with a bias opinion on proposals and not having an even playing field for others that come in.
Qualifications are important, but so are the fees. So many companies are focused on savings, how could you not consider fees as much as qualifications?
Give an example when you had a bad experience in choosing the lowest-priced contractor or vendor, if ever you experienced one.
Price is one of the main evaluation criteria in most proposals. But from your experiences or from the knowledge you’ve gained from this week’s lecture, what are some other criteria that customers use to evaluate various proposals?
Please pick one of them and elaborate on it. If you can add other criteria, that will be also great.
List five commonly used evaluation criteria listed in a RFP and explain why a buyer would want this information before selecting a vendor?
Three commonly used evaluation criteria listed in a RFP are overall cost or financial proposal, reputation, and experience. What can the buyer glean from this information and how can the buyer use it to make a decision on a particular seller?
Do you feel a seller would have the right to protest a bid selection if he/she feels that the lack of information regarding the buyer’s evaluation criteria contributed to the seller’s proposal being non-responsive?
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PROJ 410 Week 3 DQ 1
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PROJ 410 Week 3 DQ 1
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PROJ 410 Week 3 Case Study
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PROJ 410 Week 3 Case Study
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PROJ 410 Week 2 DQ 2
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PROJ 410 Week 2 DQ 2
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What are the differences among a fixed-price contract, a time-and-materials contract, and a reimbursable contract in terms of how well defined a contract needs to be relative to price, scope, and schedule prior to the commencement of any work? How much control over the project scope, price, and schedule should the contractor have under each contract type?
How difficult is it to handle out-of-scope work with the 3 contract types (fixed price, time and materials, reimbursable) after an agreement has been executed?
What do you see as the more common mistakes made by customers/clients or their procurement representatives as it relates to project planning and contract formulation?
Now that you know the differences among a fixed price contract, a time and materials contract, and a reimbursable contract, let’s discuss some of the finer points to consider. Do you think a fixed price contract requires less management attention than a reimbursable contract? Why or why not?
We typically hear of clients looking for the lowest price, and rarely does the term value come into the picture? Is it assumed that the value is there and is that a fair assumption most of the time?
How do you differentiate a project plan from the project definition?
To continue with the relevance of the project definition and project plan (schedule) to contracts: what components of the project definition and schedule have a role in the contract aspects?
How many companies today do you feel take on projects (or business operations) without first developing a comprehensive and detailed project plan? Do you think this will change as the new generation of middle managers (many of which have MBA’s or other post-graduate management degrees) are promoted into project management positions? What are some industries that you feel could continue to operate without much project/business planning and what are some industries that will become increasingly more dependent on this aspect of business management in order to be successful?
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PROJ 410 Week 2 DQ 1
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PROJ 410 Week 2 DQ 1
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Assume that you have made the final payment on a one-acre residential lot that you purchased years ago to build your retirement home. You are now ready to build your dream home. This will be your ongoing project for the next couple of years. Which contract structure (fixed price, unit price, reimbursable) do you think that you would use to proceed with your project? Explain your choice.
What are the four basic contract pricing options?
What are five options of cost reimbursable contracts?
In what situation a company is best to use a unit price contract? In what situation, a company is best to use cost-plus-percentage-fee contract?
What are the differences among a fixed price contract, a time and materials contract, and a reimbursable contract in terms of how well defined a BPO contract needs to be relative to price, scope and schedule prior to the commencement of any work/services?
Class, do you feel the length of the contract also has some influence on the contract type you choose? Why or why not?
What are the challenges for an owner in tracking a reimbursable contract?
When does a contract manager prefer a fixed fee contract over a reimbursable contract (or vice versa)?
How many companies do you think go through outlining their business objectives, and then use these to guide the selection of a contract structure, rather than letting financial objectives and risk factors alone determine the decision?
If your company decided to make you a manager for your division, but began outsourcing all the personnel that work beneath you, which contract type would you recommend they implement?
What are the key contract issues? Pick one of them and elaborate on it.
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PROJ 410 Week 1 DQ 2
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PROJ 410 Week 1 DQ 2
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A project manager and a contract manager are both needed to administer a procured project or process. If you were the project manager, how would you work with a contract manager to ensure a successful procurement? In answering this question, consider such issues as, at what point you would want to get the contract manager involved in the project, what areas of the contract you would want to be his or her responsibility, how much and what types of communication you would want the seller (i.e., the contracted firm) to have with the contract manager, and who would handle conflicts that might arise with costs, schedules, or scope. Please remember to answer all components of the question.
What are the differences between the project manager and contract manager?
What knowledge should a project manager have and what knowledge should a contract manager have to perform the jobs?
What do you think about hiring a project manager (PM)?
What steps might you take to find the right contractor and project manager?
Price used to be the main object, now we want a “buy best value” concept where price is just one factor. We also look at past performance, management, etc. What examples do you have about the way you contract your work?
What are the six steps you would take in the project procurement management?
In this era of cost containment and reduced budgets, we have seen a movement towards awarding projects based on lowest cost as opposed to best value. And many times it goes without saying – “you get what you pay for.” What can the contract manager do to make sure he/she is fiscally responsible without falling into this trap? What about the project manager?
Do you think that the cost associated with project planning is a key reason why firms do not undertake the important element of project and contract management? Or, do you feel it’s just that project planning is a new part of business/operations planning and management is not totally familiar with?
One way to stay on “overhead” is to have the project manager play both the PM role as well as the role of the contract manager. What are some of the potential problems with this scenario? Does size or complexity of the contract matter?
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PROJ 410 Week 1 DQ 1
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PROJ 410 Week 1 DQ 1
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There are many reasons to pursue business process outsourcing and project procurement, including flexibility, improving methodologies, and increasing productivity. Taking into consideration budget, scope, schedule, and risk, what are some of the other reasons to contract part or all of a project or business process? What are some of the drawbacks to outsourcing? Again, consider this question from the budget, scope, schedule, and risk standpoint. Please remember to answer all components of the question.
What is Business Process Outsourcing?
What are the common areas that business process would outsource to other companies or organizations?
What are the common reasons for outsourcing business processes?
What are the benefits of outsourcing processes?
What are key components in the project procurement management process?
Do you feel that the adequate selection of a contract structure, based on the circumstances in place at the time, can help you limit your risk?
Organizations want everything for less! Is this because they have to make a profit? We’ve talked about qualifications, fees, price, quality, etc. What about profit? What role does it play? Is it always good for the company to pay least price for contract job or product procurement?
As a private entity, do you feel government regulations are good in promoting fairness and the selection of the best vendor, or are they an overkill (or simply inadequate)?
What is Make-or-Buy Analysis? Can you give an example of Make-or-Buy Analysis?
What are the advantages of making products in house and outsourcing product manufacturing to another company?
What is plan procurement process?
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PROJ 410 Entire Course
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PROJ 410 Entire Course
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PROJ 410 Week 1 DQ 1
PROJ 410 Week 1 DQ 2
PROJ 410 Week 2 DQ 1
PROJ 410 Week 2 DQ 2
PROJ 410 Week 3 Case Study
PROJ 410 Week 3 DQ 1
PROJ 410 Week 3 DQ 2
PROJ 410 Week 4 DQ 1
PROJ 410 Week 4 DQ 2
PROJ 410 Week 4 Midterm
PROJ 410 Week 5 Case Study Do it Yourself Outsourcing
PROJ 410 Week 5 DQ 1
PROJ 410 Week 5 DQ 2
PROJ 410 Week 6 DQ 1
PROJ 410 Week 6 DQ 2
PROJ 410 Week 7 Case Study
PROJ 410 Week 7 DQ 1
PROJ 410 Week 7 DQ 2
PROJ 410 Week 8 Final Exam (2 Papers)
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