6th Edition PMBOK® Guide–Process 12.1 Plan Procurement Management: Outputs (1)


In this post, I will review what the outputs are to the Plan Procurement Management process, the most important of which is, of course, the Procurement Management Plan.  Also, there will be a Procurement Strategy, Bid Documents (used in the next process), the Procurement Statement of Work, Source Selection Criteria (used in the next process), Make-Or-Buy Decisions, Independent Cost Estimates, Change Requests, and finally Project Documents Updates and Organizational Process Assets Updates.

Because there are so many outputs, I’m going to split up my discussion into a couple of posts.

Let’s go over the first output in this post.

12.1.3  Plan Procurement Management:  Outputs

12.1.3.1  Procurement Management Plan

The procurement management plan contains the activities to be undertaken in the procurement process, which will take place in the next two processes, Conduct Procurements and Control Procurements.

I will list the ones given on p. 475 of the PMBOK® Guide, but will organize them according to what other knowledge area they intersect (if any).   For all others, I’ll list them under the main knowledge area under consideration, namely Procurement Management.

Integration Management

  • Constraints and assumptions that could affect planned procurements.

Schedule Management

  • How procurement will be coordinated with project schedule development.
  • Timetable of key procurement activities.

Cost Management

  • The legal jurisdiction and currency in which payments will be made.
  • Determination of whether independent estimates will be used and whether they are needed as evaluation criteria.

Risk Management

  • Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk (for example, cost risk).

Procurement Management

  • Metrics used to manage procurement contracts.
  • If the performing organization has a procurement department, the authority levels and other constraints of the project team.
  • Prequalified sellers, if any, to be used.

Stakeholder Management

  • Stakeholder roles and responsibilities related to procurement.

The level of detail of the plan–whether it is highly detailed or broadly framed, whether it it is written in a formal or informal manner–is based upon the needs of the project and the organization.

The next important output is the Procurement Strategy, which is the subject of the next post.

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