工程項目管理英文課件：class17-contracts

ContractsandProcurement1ContractsandProcurementProcurement–theacquisitionofGoodsandServicesThetwopartiesinvolvedhavedifferentobjectives.AgoodprocurementstrategywillimproveprojectprofitabilityManagingtheProcurementprocessrepresentsasignificantportionoftheProjectmanager’stime2ProcurementSystemFourProcessesPlanProcurementsConductProcurementsAdministerProcurementsCloseProcurementsNote:theabovefocusesonthebuyer3SellerProcessPresalesActivityBid/NoBidDecision-makingBid/ProposalPreparationContractNegotiationandFormationContractAdministrationContractCloseout4ProcurementSystemPlanProcurementsDefiningtheneedfortheprojectDevelopmentofthestatementofwork,specificationsandworkbreakdownstructure.PerformingaMake/BuyanalysisLayingoutthemajormilestonesandtimingscheduleCostestimating,includinglife-cyclecostObtainingauthorizationandapprovaltoproceed5ProcurementSystemMake-BuyDecisionCanitbemadecheaperoutside?ImpactonexistingworkforceIsitone-of-a-kindorlowvolume?PreferencefordirectcontroloverqualityandcostProducthasproprietaryknowledgeIn-housecapacitySuppliersuperiorskillsDeliveryreliabilityCoreexpertise6ProcurementSystemConductingtheProcurementsEvaluating/confirmingspecificationsConfirmingsourcesReviewingpastperformanceofsourcesReviewingofteamorpartnershipagreementsProducingasolicitationpackageRFQ–RequesttoQuote7SolicitationPackageBiddocumentsListingofqualifiedvendersProposalevaluationcriteriaBidderconferencesHowchangerequestswillbemanagedSupplierpaymentplan8ProcurementSystemConductProcurements:requestSellerResponsesThreetypesofsolicitation:Advertising–sealedbidNegotiationsSmallpurchases–openrequisition9ProcurementSystemConductProcurements:SelectSellersResultsinasignedcontractNegotiationprocessusuallyincludesmuchmorethanthebottomline.10ProcurementSystemFinalizingacontractmayrequiremonths.Tobeginworkassoonaspossible,companieswillissueaLetterofIntent.PurchasingandCompanies,ingeneral,haveverystrictpoliciesoncontactingsuppliersandtakinganystepswhichcouldbeviewedasacommitment.Youneedtobefamiliarwithyourcompaniespolicies.11ContractTypesFixed-PriceorLumpSumorTurnkeyCostPlusFixedFeeGuaranteedMaximum-ShareSavingsFixedPriceIncentiveFeeCostPlusIncentiveFeeAwardfees12Fixed-PriceorLumpSumorTurnkeyContractormustperformworkatcontractedpriceRiskis100%oncontractortocalculateanaccuratecost.Becausecostsareuncertain,contractormayincludelargecontingency.Contractormaybidlowknowingthecontractallowsforadjustmentsifchangesaremade.13CostPlusFixedFeeThecostmayvarybutthefeeisfixed.Becauseriskislow,thefixedfeeislow.Thecontractrequiresthecontractor’sbooksbeaudited.Maynotyieldthelowestcost.Theonlyleverageisfuturebusiness.14GuaranteedMaximum-ShareSavingsContractorispaidafixedfeeandreimbursedforactualcostsuptoanagreedtomaximum.Savingsbelowtheguaranteedmaximumareshared,whileanyamountoverthemaximumis100%ofthecontractor’sresponsibility.Boththeownerandcontractorhavearealincentivetocompletethejobatthelowestcost.Specificationsarecritical15FixedPriceIncentiveFeeArethesameasFixedPricecontractsbuthaveaformulatoadjusttheprofitbasedonfinaltotalcost.Again,specificationsandrequirementsmustbeclearlystated.Thecontractorhasincentivestoreducecosts.16CostPlusIncentiveFeeThecontractisthesameasCostPluscontractsexcepttheyincludeaformulaforadjustingthefeebasedonactualcostversustargetcost.GenerallyusedforlongdurationorR&Dprojects.Somecontractsincludeaprovisionforawardfees.17RelativeContractRisk18RISKSHARINGMETERBUYER’SRISKSELLER’SRISK100%100%0%0%FFP–FirmFixedPriceFFE-FFPwithEcon.Adj. FPIF-FixedPriceIncentiveFee

CPIF-CostPlusIncentiveFeeCPAF-CostPlusAwardFeeCPFF-CostPlusFixedFeeCS-CostSharingC-CostOnlyCPPC-CostPlusPercentageofCostFFEFFPCPAFFPIFCPIFCCSCPPCCPFFGeneralCommentsTheEngineerandBuyershouldhavejointresponsibilitytoselectthesupplier.Whilepriceisimportant,contractswillincluderequireddocumentation,standards,policieswhichmustbefollowed,timing,testing,andprocedurestobefollowed.Largecompanieshavedevelopeddetailedproceduresandorganizationswhofollowthecontracttoinsureatimelyandqualityexecution.19GeneralCommentsAdisciplinedprocesstomanagechangesisessential.Theprocessshouldincludewhohasauthorityforchanges;whointhecontractormustapprovethechange;whatinformationisrequired;andwhatdocumentationisrequired.Prototypecostsmustbeauditedastheycanbeasourceofprofitsforthecontractor.20GeneralCommentsItisimportanttovisitthesupplierssiteperiodicallyforseveralreasons:Confirmthesupplierisup-to-datewithprogramdirectionThesupplierhasthenecessarydocumentationConfirmthephysicalsatthesitematchtheschedule.Forexample,iftheschedulesaystoolsaretobeatthesiteonsuchadate,aretheythere?21GeneralCommentsEstablishregularweeklymeetingstoreviewprogress.Makeclearwhothecontactsareinbothorganizations.Bereadytophonetheseniormanagementofthecompanyifyouarehavingproblems.22GeneralCommentsIfyouareoperatinginaforeigncountrymakesureyouhavelocalexpertswhounderstand:ThelocallegalissuesthatmayeffectthecontractThelocaltaxlawsThelocallaborlawsTheproceduresformovingmateria