Pmbok 5th executing process group

Executing
Process Group
Project Management
Processes PMBOK 5th edition
Hossam Maghrabi,PMP

Executing Process Group
& Project Boundaries

Executing Process Group
& Knowledge Areas
This Process Group involves Coordinating People & Resources, Managing Stakeholder Expectations, as
well as Integrating & Performing the Project’s Activities accordance with the project management plan.
The results may require Planning Updates & Re-Baselining.
A large portion of the Project’s Budget will be expended in performing the processes of this Process Group.

Direct and Manage Project work:
Data Flow Diagram
The process of Leading &
Performing Project’s Work
that defined in the project
management plan
&
Implementing Approved
Changes
To
Achieve the Project’s
Objectives.

General Note:
- The project manager, along with the project management team,
- Directs the Performance of the planned project activities and Manages the various technical &
organizational interfaces that exist within the project.
- Manage any unplanned activities and determine the appropriate course of action.
- During project execution, The Work Performance Data is collected and appropriately actioned and
communicated. It includes information about the completion status of deliverables and other relevant details
about project performance. Which used as an input to the Monitoring and Controlling Process Group.
- All Project Changes & the Implementation of Approved Changes & its impacts
Require to be reviewed for taking the proper actions,
• Corrective action - An intentional activity that realigns the performance of the project work with the project
management plan.
• Preventive action - An intentional activity that ensures the future performance of the project work is aligned with
the project management plan.
• Defect repair - An intentional activity to modify a nonconforming product or product component.
• Updates - Changes to formally controlled project documents, plans, etc.,.

- Direct and Manage Project Work Activities include,
1. Create project deliverables,
2. Manage & Train the Project’s team members,
3. Obtain, Manage & Use Resources -Materials, Tools, Equipment, & Facilities-,
4. Implement the planned Methods & Standards,
5. Establish and Manage Project Communication Channels, both External & Internal,
6. Generate Work Performance Data to facilitate Forecasting -Cost, Schedule, Technical & Quality
Progress & Status-
7. Issue change requests and implement approved changes,
8. Manage risks and implement risk response activities,
9. Manage sellers and suppliers,
10. Manage Stakeholders & their Engagement,
11. Collect & document Lessons Learned,
12. Implement Approved Process Improvement Activities, , , , ,
General Note:

Inputs
1. Project Management Plan -
2. Approved Change Requests -
The output of Perform Integrated Change Control process, and include those requests reviewed and
approved for implementation by the change control board (CCB).
3. Enterprise Environmental Factors -
– Structure & Culture of Organizations, Customer & Sponsor,
– Infrastructure & Personnel administration,
– Stakeholder risk tolerances - For example allowable cost overrun percentage -,
– Project management information system , , ,
4. Organizational Process Assets -
– Standardized Guidelines & Work Instructions,
– Communication media, record retention, and security requirements,
– Issue and defect management procedures,
– Project files from previous projects,
– Issue and defect management database(s) containing historical

Tools & Techniques (T&T)
1. Expert Judgment,
Used to assess the inputs needed to direct and manage execution of the project management plan.
2. Project Management Information System,
It is part of the environmental factors, provides access to tools, such as a scheduling tool, a work authorization
system, a configuration management system, an information collection and distribution system, or interfaces to other
online automated systems. Automated gathering and reporting on key performance indicators (KPI) can be part of
this system.
3. Meetings,
– Meetings tend to be one of three types - Information exchange; Brainstorming, option evaluation, or design;
Decision making –
– Meetings should be prepared with a well-defined agenda, purpose, objective, and time frame and should be
appropriately documented with meeting minutes and action items.
– Meeting Minutes should be stored as defined in the project management plan.
– Meetings are most effective when all participants can be face-to-face in the same location.
– Virtual Meetings generally require additional preparation and organization to achieve the same effectiveness of a
face-to-face meeting.

Outputs
1. Deliverables,
2. Work Performance Data,
Examples of work performance data include work completed, key performance indicators, technical performance
measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs,
and actual durations, etc.
3. Change Requests,
Include Corrective action, Preventive action, Defect repair & Updates.
4. Project Management Plan Updates,
5. Project Documents Updates,
Ex. Requirements documentation, Project logs, Risk register, and Stakeholder register

Perform Quality Assurance:
Data Flow Diagram
The process of Auditing the
Quality Requirements & the
results from Quality Control
Measurements
To ensure that appropriate
Quality Standards &
Operational Definitions are
used.
It Facilitates the Improvement of
quality processes

General Note:
Perform Quality Assurance is an execution process that,
- Uses Data Created During Plan Quality Management & Control Quality processes.
- Implements a Set of Planned & Systematic Acts & Processes
for,
I. Being certain about quality by preventing defects through the planning processes or by inspecting out
defects during the work-in-progress stage of implementation.
II. Building a confidence that A Future Output or an Unfinished Output - Work in Progress - will be
completed in a manner that meets the specified requirements and expectations.
III. Providing an umbrella for Continuous Process Improvement for improving the quality of all
processes to Reduces Waste & Eliminates Activities that do Not Add Value which increase levels of
Efficiency & Effectiveness.
The Prevention & Inspection aspects of quality assurance should have a demonstrable influence on the
Project Management.
Quality Assurance work will fall under the Conformance Work Category in the Cost Of Quality framework.

Inputs
1. Quality Management Plan - Describes the quality assurance and continuous
process improvement approaches for the project.
2. Process Improvement Plan.
3. Quality Metrics -Provide The Attributes That Should Be Measured & The
Allowable Variations.
4. Quality Control Measurements - The Results of Control Quality Activities.
They are used to analyze and evaluate the quality of the processes of the project against the
standards of the performing organization or the requirements specified.
5. Project Documents - Project documents may influence quality assurance work
and should be monitored within the context of a system for configuration management.

1. Quality Management and Control Tools - Plan Quality Management &
Control Quality processes Tools and Techniques plus other tool like as the following,
I. Affinity diagrams - Is similar to mind-mapping techniques in that they are used to
generate ideas that can be linked to form organized patterns of thought about a problem. For
example, The creation of the WBS may be enhanced by using the affinity diagram to give structure to the
decomposition of scope.
II. Process decision program charts (PDPC). Used to understand a goal in relation to the
steps for getting to the goal. It’s useful as a method for contingency planning because it aids teams in
anticipating intermediate steps that could derail achievement of the goal.

1. Quality Management and Control Tools –
III. Interrelationship digraphs - An adaptation of relationship diagrams - Provide a
process for creative problem solving in moderately complex scenarios that possess
intertwined logical relationships for up to 50 relevant items. It may be developed from data
generated in other tools such as the affinity diagram, the tree diagram, or the fishbone diagram.
IV. Tree diagrams - Systematic diagrams - Are useful in visualizing the parent-to-child
relationships in any decomposition hierarchy that uses a systematic set of rules that define a
nesting relationship, such as the WBS, RBS , and OBS.
V. Prioritization matrices - Identify the key issues and the suitable alternatives to be
prioritized as a set of decisions for implementation.

1. Quality Management and Control Tools -
VI. Activity network diagrams - Previously known as arrow diagrams - They include both the
AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a
network diagram. Activity network diagrams are used with project scheduling methodologies such as
program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming
method (PDM).
VII. Matrix diagrams - A quality management and control tool used to perform data analysis
within the organizational structure created in the matrix. The diagram show the strength of
relationships between factors, causes, and objectives that exist between the rows and columns that form the
matrix.

2. Quality Audits - A structured, independent process to determine if project activities
comply with organizational and project policies, processes, and procedures.
– The objectives of a quality audit may include:
- Identify all good and best practices being implemented;
- Identify all nonconformity, gaps, and shortcomings;
- Share good practices introduced or implemented in similar projects in the organization and/or industry;
- Proactively offer assistance in a positive manner to improve implementation of processes to help the team
raise productivity;
- Highlight contributions of each audit in the lessons learned repository of the organization.
Quality audits may be Scheduled or Random, and may be conducted by Internal or External auditors.
3. Process Analysis – Follows the steps outlined in the process improvement plan to
identify needed improvements. It includes root cause analysis—a specific technique used to
identify a problem, discover the underlying causes that lead to it, and develop preventive actions.

Outputs
1. Change Requests - used to take corrective action ,preventive action, or to
perform defect repair to allow full consideration of the recommended improvements.
2. Project Management Plan Updates.
3. Project Documents Updates - Quality audit reports, Training plans.....
4. Organizational Process Assets Updates - The organization’s Quality
Standards & the Quality Management System….

Manage Communications:
Data Flow Diagram
The process of creating, collecting,
distributing, storing, retrieving,
and the ultimate disposition of
project information in accordance
to the communications
management plan.
It enables an efficient and effective
communications flow between
project stakeholders.

Inputs
1. Communications Management Plan -
Describes how project communications will be planned, structured, monitored, and
controlled.
2. Work Performance Reports -
A collection of project performance and status information that may be used to
facilitate discussion and to create communications.
It is important that reports be comprehensive, accurate, and available in a timely manner.
3. Enterprise Environmental Factors.
4. Organizational Process Assets.

1. Communication Technology - Choosing of Communication Technology -.
Technology is nothing more than a tool, and depending upon the project need, it might be the use of
the email, teleconferencing, blog, website, forums etc.
All communication tools should be tailored to suit the requirements of each project.
2. Communication Models - Choosing of Communication Models -.
To ensure that the choice of the communication model is appropriate for the project & any barriers
(noise) are identified and managed in order to an effective and efficient communications process.
3. Communication Methods - Oral , Written , Body Language -
To ensure that the information that has been created & distributed has been received and understood
to enable response and feedback.
4. Information Management Systems - IMS -
5. Performance Reporting - Include,
Analysis of past performance, Analysis of project forecasts, Current status of risks and issues, Work
completed during the period, Work to be completed in the next period, Summary of changes
approved in the period, and Other relevant information, which is reviewed and discussed.

Outputs
1. Project Communications - may include, performance reports, deliverables status,
schedule progress, and cost incurred. They can influenced by factors such as, the urgency and
impact of the message, its method of delivery, and level of confidentiality.
2. Project Management Plan Updates - Provides information on project baselines,
communications management, and stakeholder management. Each of these areas may require
updates based upon the current performance of the project against the Performance measurement
Baseline (PMB).
Performance measurement Baseline (PMB) is an approved plan for the project work to which the
project execution is compared, and deviations are measured for management control. It integrates
scope, schedule, and cost parameters of a project, & may also include technical and quality
parameters.
3. Project Documents Updates - Issue log, Project schedule, Project funding requirements -.
4. Organizational Process Assets Updates - Stakeholder notifications, Project reports,
Project records, Feedback from stakeholders, Lessons learned documentation.

Acquire Project Team:
Data Flow Diagram
The process of Confirming
Human Resource
Availability & Obtaining
the Team Necessary to
Complete Project
Activities.
Consists of
Outlining & Guiding the
Team Selection &
Responsibility Assignment
to obtain a successful
team.

General Note:
The following factors should be Considered during the process of Acquiring The Project
Team & Planned for in The Planning Stages of the Project:
1. The Project Manager or Project Management Team should Effectively Negotiate & Influence
Others who are in a position To Provide the Required Human Resources for the project.
2. Failure to Acquire the Necessary Human Resources for the project may affect Project Schedules,
Budgets, Customer Satisfaction, Quality, & Risks. The project manager or project management team
will be required to reflect the impact of any unavailability of required human resources in the project
schedule , , , , , , & the other project management plans.
3. Insufficient Human Resources or Capabilities Decrease the Probability of Success and, in a worst
case scenario, Could Result in Project Cancellation.
4. If the Human Resources are Not Available due to constraints, such as economic factors or previous
assignments to other projects, the project manager or project team may be required to assign
alternative resources, perhaps with lower competencies, Provided there is No Violation of legal,
regulatory, mandatory, or other specific criteria.

Inputs
1. Human Resource Management Plan - Provides guidance for Identifying ,
Staffing, Managing, & Releasing the Project Team members. It includes,
I. Roles and responsibilities that define the positions, skills, and competencies that the project
demands.
II. Project organization charts that indicate the number of people needed for the project.
III. Staffing management plan that delineate the time periods each project team member will be
needed & other information important to engage the project team.
2. Enterprise Environmental Factors.
I. Existing information on human resources including availability, competency levels, prior
experience, interest in working on the project and their cost rate;
II. Personnel Administration Policies, Organizational Structure & Locations.
3. Organizational Process Assets - That influence the Acquire Project Team process.

1. Pre-assignment - The project team members are selected in advance.
This situation can occur if
– Some staff assignments are defined within the project charter.
– The project is dependent upon the expertise of particular persons.
– The project is the result of specific people being identified as part of a competitive proposal.
2. Negotiation
Negotiate the Project Staff Assignments with Functional managers, Other project management
teams within the performing organization, External organizations, vendors, suppliers, contractors.
3. Acquisition When the performing organization is unable to provide the staff needed to
complete a project, the required services may be Acquired From Outside Sources.

4. Virtual Teams -A Groups of people with a shared goal who fulfill their roles with little or
no time spent meeting face to face.
5. Multi-Criteria Decision Analysis - A valuable tool that we can apply to many
complex decisions. It is most applicable to solving problems that are characterized as a choice
among alternatives.
– Examples of selection criteria that can be used to score team members:
 Availability, Cost , Experience, , Knowledge, Skills.
 Ability - The Team Member has the competencies needed by the project. -.
 Attitude - The ability to work with others as a cohesive team -.
 International factors - Consider team member location, time zone & communication capabilities.

Outputs
1. Project Staff Assignments -
– The project is staffed When Appropriate People have been Assigned to the Team.
The Documentation of Project Staff Assignments can include a Project Team Directory, Memos
to Team Members, & names inserted into other parts of the project management plan, such as Project
Organization Charts & Schedules.
2. Resource Calendars - Document the time periods that each project team member
is available to work on the project.
Creating a Reliable Schedule depends on having a good understanding of each person’s availability
& schedule constraints, including time zones, work hours, vacation time, local holidays, and
commitments to other projects.
3. Project Management Plan Updates -
– When gaps occur, The Project Management Plan needs to be updated to change the team
structure, roles, or responsibilities.
Ex. The person assigned to a predefined role may not fulfill all staffing requirements outlined in the
human resource management plan.

Develop Project Team:
Data Flow Diagram
The process of Improving
Competencies, Team Member
Interaction, & Overall Team
Environment to Enhance
Project Performance.
It results in
Improve Teamwork, Enhance
People Skills & Competencies,
Motivate Employees, Reduce
Staff Turnover Rates, &
Improve Overall Project
Performance.

General Note:
1. Project Manager -
– Should Acquire Skills To Identify, Build, Maintain, Motivate, Lead, & Inspire Project Teams To
Achieve High Team Performance & Meet the Project’s Objectives.
– Should Continually Motivate Their Team By Providing Challenges & Opportunities, Providing
Timely Feedback & Support as needed, plus Recognizing & Rewarding Good Performance.
– Should Request Management Support and/or Influence the Appropriate Stakeholders To
Acquire the Resources needed to Develop Effective Project Teams.
– Responsible for Create an Environment that Facilitates Teamwork & Developing an Effective
Project Teams.
– Should Capitalize on Cultural Differences Creating a Dynamic, Cohesive, & Collaborative
Team Culture To Improve Individual & Team productivity, Team Spirit, & Cooperation Plus
Allow Cross Training & Mentoring Between Team Members to Share Knowledge & Expertise.
2. Project Communication -
High team performance can be achieved by using open and effective communication, creating
team building opportunities, developing trust among team members, managing conflicts in a
constructive manner, and encouraging collaborative problem solving and decision making.

Inputs
1. Human Resource Management Plan - Provides guidance on how project human
resources should be identified, staffed, managed, and eventually released.
2. Project Staff Assignments - Identify the people who are on the team / List of project
team members.
3. Resource Calendars - Identify times when the project team members can participate in
team development activities.

1. Interpersonal Skills -soft skills - A behavioral competencies that include proficiencies
such as communication skills, emotional intelligence, conflict resolution, negotiation, influence, team
building, and group facilitation.
Ex. the project management team can use emotional intelligence to reduce tension and increase cooperation by
identifying, assessing, and controlling the sentiments of project team members, anticipating their actions,
acknowledging their concerns, and following up on their issues.
2. Training (in-house or external trainers) - Scheduled training takes place in the
human resource management plan. Unplanned training takes place as a result of observation,
conversation, and project performance appraisals conducted during the controlling process of
managing the project team.
Training costs could be included in the project budget, or supported by performing organization if the
added skills may be useful for future projects.
3. Ground Rules - A clear expectations regarding acceptable behavior by project team members.
All project team members share responsibility for enforcing the rules once they are established.
Discuss ground rules in areas such as code of conduct, communication, working together, or meeting
etiquette allows team members to discover values that are important to one another.

4. Team-Building Activities
5. Colocation -Tight Matrix-Involves placing many or all of the most active project
team members in the same physical location to enhance their ability to perform as a team.
While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled
resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or
other key stakeholders.

6. Recognition and Rewards - Part of the team development process involves
recognizing and rewarding desirable behavior.
People are motivated if they feel they are valued in the organization and this value is demonstrated by the
rewards given to them.
A good strategy for project managers is to give the team recognition throughout the life cycle of the
project rather than waiting until the project is completed.

7. Personnel Assessment Tools - Give the project manager and the project team an
insight into areas of strength and weakness.
– Tools such as attitudinal surveys, specific assessments, structured interviews, ability tests, and
focus groups.
– These tools help project managers assess the team preferences, aspirations, behavior and attitude.

Outputs
1. Team Performance Assessments - The project management team makes formal or
informal assessments of the project team’s effectiveness.
– Team performance assessment criteria should be determined by all appropriate parties and
incorporated in the Develop Project Team inputs.
– The performance of a successful team is measured in terms of technical success according to
agreed-upon project objectives (including quality levels), performance on project schedule
(finished on time), and performance on budget (finished within financial constraints).
– The evaluation of a team’s effectiveness may include indicators such as ( Improvements in
skills, Improvements in competencies, Reduced staff turnover rate, Increase team cohesiveness)
– As a result of Team performance assessment, the resources and recommendations for team
improvement should be well documented and forwarded to the relevant parties.
2. Enterprise Environmental Factors Updates - Personnel administration,
Employee training records, and skill assessments.

Manage Project Team:
Data Flow Diagram
The process of influences team
behavior, manages conflict, resolves
issues, tracking team member
performance, providing feedback,
& managing team changes to
optimize project performance.
As a result of managing the project
team, change requests are
submitted, issues are resolved, input
is provided for performance
appraisals, & lessons learned are
added to the organization’s
database.

Inputs
1. Human Resource Management Plan.
2. Project Staff Assignments.
3. Team Performance Assessments - By continually assessing the project team’s
performance, actions can be taken to resolve issues, modify communication, address conflict, and
improve team interaction.
4. Issue Log - Issues arise in the course of managing the project team. An issue log can be used to
document and monitor who is responsible for resolving specific issues by a target date.
5. Work Performance Reports - Provide documentation about the current project status
compared to project forecasts. It include results from schedule control, cost control, quality control,
and scope validation.
The information from performance reports and related forecasts assists in determining future human
resource requirements, recognition and rewards, and updates to the staffing management plan.
6. Organizational Process Assets - Ex. Certificates of appreciation, Newsletters,
Websites, Bonus structures, Corporate clothes, & Other organizational perquisites.

1. Observation and Conversation -Used to stay in touch with the work & attitudes of
project team members.
The project management team monitors progress toward project deliverables, accomplishments that are a
source of pride for team members, and interpersonal issues.
2. Project Performance Appraisals
– Objectives for conducting performance appraisals during the course of a project can include
clarification of roles and responsibilities, constructive feedback to team members, discovery of
unknown or unresolved issues, development of individual training plans, & the establishment of
specific goals for future time periods.
– The need for formal or informal project performance appraisals depends on the length of
the project, complexity of the project, organizational policy, labor contract requirements, and the
amount and quality of regular communication.

3. Conflict Management.

4. Interpersonal Skills.
It is important to communicate the vision and inspire the
project team to achieve high performance.

Outputs
1. Change Requests - Following is an examples,
I. Staffing Changes, whether by choice or by uncontrollable events, may include moving people
to different assignments, outsourcing some of the work, and replacing team members who
leave. This will affect the project management plan(Schedule , Budget ……) through
integration change control process.
II. Preventive actions like Cross training to reduce problems during project team member
absences and additional role clarification to ensure all responsibilities are fulfilled.
2. Project Management Plan Updates -Human Resource Management plan,,,,,,.
3. Project Documents Updates - Issue log, Roles description, Project staff
assignments,,,,,.
4. Enterprise Environmental Factors Updates -Input to organizational
performance appraisals, & Personnel skill updates.
5. Organizational Process Assets Updates - Historical information and lessons
learned documentation, Templates, and Organizational standard processes.

Manage Stakeholder Engagement:
Data Flow Diagram
Communicating & working
with stakeholders
To
Meet their needs/expectations,
address issues as they occur,
& foster appropriate
stakeholder engagement in
project activities throughout
the project life cycle.
It allows the project manager
to increase support and
minimize resistance from
stakeholders for increasing
the chances to achieve project
success.

General Note:
The ability of Stakeholders to Influence the project is typically highest during the initial
stages and gets progressively lower as the project progresses.
- Managing Stakeholder Engagement helps to increase the probability of project success by ensuring
that stakeholders clearly understand the project goals, objectives, benefits, and risks. Which enables
stakeholder to be active supporters of the project and to help guide activities and project decisions.
- By Anticipating People’s Reactions to the project, proactive actions can be taken to win support or
minimize negative impacts and Decreases the risk of the project failing to meet its goals and
objectives.
- The project manager is responsible for Managing Stakeholder Engagement which involves
activities such as,
1. Engaging Stakeholders at appropriate project stages to obtain or confirm their continued commitment to the
success of the project,
2. Managing Stakeholder Expectations through negotiation and communication, Ensuring Project Goals are
Achieved,
3. Addressing Potential Concerns that have not yet become issues & Anticipating Future Problems that may be
raised by stakeholders,
4. Clarifying and Resolving Issues that have been identified.

Inputs
1. Stakeholder Management Plan - Provides guidance on how the various stakeholders
can be best involved in the project.
2. Communications Management Plan - Provides guidance and information on
managing stakeholder expectations. Ex. Stakeholder communications requirements, Information to be
communicated, including language, format, content, and level of detail, Reason for distribution of information, Person
or groups who will receive information, and Escalation process.
3. Change Log - Used to document changes that occur during a project. These changes - & their
impact on the project in terms of time, cost, and risk - are communicated to the appropriate
stakeholders.

1. Communication Methods - Oral , Written , Body Language / Formal , Unformal -.
- Based on the stakeholders’ communication requirements, the project manager decides
how, when, and which of these communication methods are to be used in the project.
- The methods of communication identified for each stakeholder in the communications
management plan are utilized during stakeholder engagement management.
2. Interpersonal Skills -
- Apply interpersonal skills to manage stakeholders’ expectations, Building trust, Resolving
conflict, Active listening, Overcoming resistance to change.
3. Management Skills -
- Apply management skills to Coordinate and Harmonize the group toward accomplishing
the project objectives through the following activities,
Facilitate consensus, Influence people to support the project, Negotiate agreements to satisfy the
project needs, Modify organizational behavior to accept the project outcomes.

Outputs
1. Issue Log - This log is updated as new issues are identified and current issues are resolved.
2. Change Requests - Managing stakeholder engagement may result in a change request
to the product or the project, corrective or preventive actions to the project itself or to the
interaction with the impacted stakeholders.
3. Project Management Plan Updates
Ex. Some communications may no longer be necessary, an ineffective communication method may
be replaced by another method, or a new communication requirement may be identified.
Ex. It may be determined that a stakeholder has additional informational needs.
4. Project Documents Updates
Ex. The stakeholder register.
5. Organizational Process Assets Updates -
Ex. Stakeholder notifications, Project reports, Project presentations, Project records, Feedback from
stakeholders, Lessons learned documentation.

Conduct Procurements:
Data Flow Diagram
The process of Obtaining
Seller Responses, Selecting
a Seller, & Awarding a
Contract.
It provides alignment of
internal and external
stakeholder expectations
through established
agreements.

General Note:
The effort of the buyer & seller in this process is to Collectively Prepare a
Procurement Statement of Work that will satisfy the requirements of the project.
The parties will then negotiate a final contract for award.
During the Conduct Procurements process,
1. The team will Receive Bids or Proposals & will Apply Previously Defined Selection
Criteria to Select One or more Sellers who are qualified to perform the work &
acceptable as a seller.
2. On major procurement items, the overall process of requesting responses from sellers
and evaluating those responses can be repeated.
3. A short list of qualified sellers can be established based on a preliminary proposal.
4. A more detailed evaluation can then be conducted based on a more specific and
comprehensive requirements document requested from the sellers on the short list.

Inputs
1. Procurement Management Plan - Describes how the procurement processes will be
managed from developing procurement documentation through contract closure.
2. Procurement Documents - Provide an audit trail for contracts and other agreements.
3. Source Selection Criteria - Include information on the supplier’s required capabilities,
capacity, delivery dates, product cost, life-cycle cost, technical expertise, and the approach to the contract.
4. Seller proposals - Prepared in response to a procurement document package. They form the
basic information that will be used by an evaluation body to select one or more successful bidders (sellers).
5. Project Documents - Ex. The risk-related contract decisions included within the risk register.
6. Make-or-Buy Decisions.
7. Procurement Statement of Work - It is a critical component of the procurement
process and can be modified as needed through this process until a final agreement is in place
(Specifications, Quantity desired, Quality levels…..). It Provides suppliers with a clearly stated set of
goals, requirements, and outcomes from which they can provide a quantifiable response.

The Tools and Techniques described here may be used alone or in combination with select sellers.
1. Bidder Conferences - Contractor Conferences, Vendor Conferences, & Pre-Bid Conferences -
They are meetings between the buyer and all prospective sellers, Prior to submittal of a Bid or
Proposal, To Ensure That all prospective sellers have a clear and common understanding of the
procurement requirements, & that no bidders receive preferential treatment.
To be fair, buyers should take great care to ensure that all prospective sellers hear every question
from any individual prospective seller and every answer from the buyer. Responses to questions can
be incorporated into the procurement documents as amendments.
2. Proposal Evaluation Techniques - A formal evaluation review process will be
defined by the buyer’s procurement policies.
3. Independent Estimates - The procuring organization may elect to either prepare its
own independent estimate, or have an estimate of costs prepared by an outside professional
estimator, To Serve As a Benchmark on proposed responses.
Significant differences in cost estimates can be an indication that the procurement statement of
work was deficient, ambiguous, and/or that the prospective sellers either misunderstood or failed to
respond fully to the procurement statement of work.

4. Expert Judgment - The evaluation of proposals may be accomplished by a multi-
discipline review team with expertise in each of the areas covered by the procurement documents
and proposed contract. Such as contracting, legal, finance, accounting, engineering, design, research,
development, sales, and manufacturing.
5. Advertising - Placing advertisements for procurement to expand the lists of potential sellers
or because the government jurisdictions require public advertising.
6. Analytical Techniques - Help organizations identify the readiness of a vendor to
provide the desired end state, determine the cost expected to support budgeting, and avoid cost
overruns due to changes.
Ex. By Examining Past Performance Information, teams may Identify Areas that may have more
risk & that need to be monitored closely to ensure success of the project.
7. Procurement Negotiations -Help in Clarify the structure, Requirements, & other
terms of the purchases so that mutual agreement can be reached prior to signing the contract. The
Project Manager & other Project Management Team may not be the lead negotiator on procurements. They may
be present during negotiations to provide assistance & clarification.
For Complex Procurement Items, contract negotiation can be an independent process with inputs (e.g., issues or an open
items listing) and outputs (e.g., documented decisions) of its own. For Simple Procurement Items, the terms and
conditions of the contract can be previously set and nonnegotiable, and only need to be accepted by the seller.

Outputs
1. Selected Sellers - Those who have been judged to be in a competitive range based upon
the outcome of the proposal or bid evaluation, & who have negotiated a draft contract that will
become the actual contract when an award is made.
Final approval of all complex, high-value, high-risk procurements will generally require organizational
senior management approval prior to award.
2. Agreements - A Procurement Agreement includes terms and conditions, and may
incorporate other items that the buyer specifies regarding what the seller is to perform or provide.
Include, Statement of work or deliverables, Schedule baseline, Performance reporting, Period of
performance, Roles and responsibilities, Seller’s place of performance, Pricing, Payment terms, Place of
delivery, Inspection and acceptance criteria, Warranty, Product support, Limitation of liability, Fees and
retainer, Penalties, Incentives, Insurance and performance bonds, Subordinate subcontractor approvals,
Change request handling, & Termination clause and alternative dispute resolution (ADR) mechanisms.
The project management team is responsible for making sure that all agreements meet the
specific needs of the project while adhering to organizational procurement policies.
The ADR method can be decided in advance as a part of the procurement award.

Outputs
3. Resource Calendars - The quantity and availability of contracted resources and those
dates on which each specific resource or resource group can be active or idle are documented.
4. Change Requests.
5. Project Management Plan Updates - Any impacted baseline plans.
6. Project Documents Updates - Requirements documentation, Requirements
traceability documentation, Risk register, Stakeholder register

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