Project Procurement Terms

Question 1

Claims

Answer 1

These are disagreements between the buyer and the seller, usually centering on a change, who did the change, and even whether a change has occurred. Claims are also called disputes and appeals, and are monitored and controlled through the project in accordance with the contract terms.

Question 2

Contract change control system

Answer 2

This defines the procedures for how the contract may be changed. The process for changing the contract includes the forms; documented communications; tracking; conditions within the project, business, or marketplace that justify the needed change; dispute resolution procedures; and the procedures for getting the changes approved within the performing organization.

Question 3

Contract statement of work (SOW also CSOW)

Answer 3

This document requires that the seller fully describe the work to be completed and/or the product to be supplied. The SOW becomes part of the contract between the buyer and the seller.

Question 4

Cost plus award fee contract

Answer 4

A contract that pays the vendor all costs for the project, but also includes a buyer-determined award fee for the project work.

Question 5

Cost plus fixed fee contract

Answer 5

A contract that requires the buyer to pay for the cost of the goods and services procured plus a fixed fee for the contracted work. The buyer assumes the risk of a cost overrun.

Question 6

Cost plus incentive fee

Answer 6

A contract type that requires the buyer to pay a cost for the procured work, plus an incentive fee, or a bonus, for the work if terms and conditions are met.

Question 7

Cost plus percentage of costs

Answer 7

A contract that requires the buyer to pay for the costs of the goods and services procured plus a percentage of the costs. The buyer assumes all of the risks for cost overruns.

Question 8

Direct costs

Answer 8

These are costs incurred by the project in order for the project to exist. Examples include the equipment needed to complete the project work, salaries of the project team, and other expenses tied directly to the project’s existence.

Question 9

Fixed-price contracts

Answer 9

Also known as firm fixed-price and lump-sum contracts, these are agreements that define a total price for the product the seller is to provide.

Question 10

Fixed-price incentive fee

Answer 10

A fixed-price contract with opportunities for bonuses for meeting goals on costs, schedule, and other objectives. These contracts usually have a price ceiling for costs and associated bonuses.

Question 11

Fixed-price with economic price adjustments

Answer 11

A fixed-price contract with a special allowance for price increases based on economic reasons such as inflation or the cost of raw materials.

Question 12

Force majeure

Answer 12

An “act of God” that may have a negative impact on the project. Examples include fire, hurricanes, tornadoes, and earthquakes.

Question 13

Independent estimates

Answer 13

These estimates are often referred to as “should cost” estimates. They are created by the performing organization or outside experts to predict what the cost of the procured product should be.

Question 14

Indirect costs

Answer 14

These are costs attributed to the cost of doing business. Examples include utilities, office space, and other overhead costs.

Question 15

Invitation for Bid (IFB)

Answer 15

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Question 16

Letter contract

Answer 16

A letter contract allows the vendor to begin working on the project immediately. It is often used as a stopgap solution.

Question 17

Letter of intent

Answer 17

A letter of intent is not a contract, but a letter stating that the buyer is intending to create a contractual relationship with the seller.

Question 18

Make-or-buy decision

Answer 18

A process in which the project management team determines the cost-effectiveness, benefits, and feasibility of making a product or buying it from a vendor.

Question 19

Privity

Answer 19

The contractual relationship between the buyer and the seller is often considered confidential and secret.

Question 20

Procurement management plan

Answer 20

A project management subsidiary plan that documents the decisions made in the procurement planning processes.

Question 21

Procurement planning

Answer 21

A process to identify which parts of the project warrant procurement from a vendor by the buyer.

Question 22

Proposal

Answer 22

A document the seller provides to the buyer. The proposal includes more than just a fee for the proposed work. It also includes information on the vendor’s skills, the vendor’s reputation, and ideas on how the vendor can complete the contracted work for the buyer.

Question 23

Purchase order (PO)

Answer 23

A purchase order is a form of unilateral contract that the buyer provides to the vendor showing that the purchase has been approved by the buyer’s organization.

Question 24

Risk-related contractual agreements

Answer 24

When the project management team decides to use transference to respond to a risk, a risk-related contractual agreement is created between the buyer and the seller.

Question 25

Seller rating systems

Answer 25

These are used by organizations to rate prior experience with each vendor that they have worked with in the past. The seller rating system can track performance, quality ratings, delivery, and even contract compliance.

Question 26

Terms of Reference

Answer 26

Defines the obligations for the seller, what the seller will provide, and all of the particulars of the contracted work. Terms of reference is similar to the statement of work.

Question 27

Time and materials contract

Answer 27

A contract type in which the buyer pays for the time and materials for the procured work. This is a simple contract, usually for smaller procurement conditions. These contract types require a not-to-exceed clause, or the buyer assumes the risk for cost overruns.

Question 28

Weighting system

Answer 28

This takes out the personal preferences of the decision maker in the organization to ensure that the best seller is awarded the contract. Weights are assigned to the values of the proposals, and each proposal is scored.