and as i mentioned in previous lessons; in the exam, you will be considered to be on the buyer’s side of the contract relationship, unless the question clearly says otherwise. this is not unlike the general administrative support that can be provided to a project manager by the pmo, e.g. there are a number of causes of risks in the control procurements process, and it seems strange to me that just the seller risks have been highlighted. for the exam please remember that lessons learned on this project are recorded in the lessons learned register, and should be recorded as they are learned (or you will forget/misremember them). and it is important to know that you don’t use the project schedule to manage your project.
you might remember from the lesson “create wbs” in the project scope management module that the work packages, planning packages and control accounts have a numbering system called the “code of accounts”, which is mapped to the organization’s chart of accounts in the accounts payable system, and this will be used to link contracts to payments. i find this to be slightly confusing, and you may do too, because the project management plan is a collection of sub-plans, baselines, life cycle and management approach. schedule baseline if there are significant schedule changes created by sellersthat impact overall project schedule performance, the baseline schedule may need to be updated and approvedto reflect the current expectations. and risks not under the control of the seller can be transferred to them by the contract. updates to records: making sure all of the records of the project are complete and are accessible in the records management system. managing the relationship between the buyer and the seller and assuring both parties perform as required by the contract is termed as administer procurements.
it is highly likely that change requests by the to the contract terms and conditions, or the statement of work (sow). for projects that need to work with multiple vendors, it might be necessary to employ a procurement administrator to act within the control procurements process. changes to a contract must first be agreed by all parties concerned, and follow the change control process outlined within the contract itself. this is a written record of the sellers performance against the contract.
these examine the seller’s performance on the contract during the control procurements process, and can be conducted on a regular basis or at the end of the contract. the records management system is vital for the control procurements process as it keeps all correspondence associated with each contract in good order, including managing and maintaining information, procedures, software, and processes throughout the life of the project and contract. this is a contract provision establishing a predetermined award if a party fails to perform as promised within the contract. this is an organized system for contract documentation, tools, procedures, and policies and is vital during the control procurements process.
control procurements is the process of managing procurement relationships; monitoring contract performance, and making changes and corrections as control procurements manages procurement relationships while monitoring the performance of contracts, taking corrective actions if required, and control of control procurements is a process that involves managing the procurement relationships of the project. it also involves monitoring the contract performance as, control procurement process inputs, control procurement process inputs, control procurement process tools and techniques, conduct procurement process, control procurement example.
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