6th Edition PMBOK® Guide–Process 12.3 Control Procurements: Tools and Techniques


Here are the tools and techniques for the process 12.3 Control Procurements.

12.3.2  Control Procurements:  Tools and Techniques

12.3.2.1  Expert Judgment

This one is a “generic” tool and technique, that is, one that is used in all control processes, not just this one.

Expertise should be considered from individuals or groups with specialized knowledge related to procurements.   In particular, those with expertise in

  • Relevant functional areas including supply chain management
  • Laws, regulations, and compliance requirements,
  • Claims administration (in case of a disputed agreement with a seller)

12.2.3.2  Claims Administration

If there are contested changes to the agreement where the buyer and seller cannot reach an agreement, then the contested change becomes a claim, and needs to be resolved.   It may be handled through alternative dispute resolution (ADR) following procedures established in the agreement.   If it cannot be resolved, the dispute may be appealed in court.

12.3.2.3  Data Analysis

  • Performance Reviews–periodically the performance of a contract is reviewed.   This includes identifying work packages that are behind schedule, over budget, or have resource or quality issues.
  • Earned Value Analysis (EVA)–schedule and cost variances (SV and CV) or schedule and cost performances indices (SPI and CPI) are calculated to determine the degree of variance from target.
  • Trend Analysis–this is developing a forecast Estimate At Completion (EAC) for cost performance to see if performance is trending towards improvement or deteriorating.

12.3.2.4  Inspection

A structured review of the work being performed by the contractor needs to be done.   This inspection can involve a simple review of the deliverables or an actual physical review of the work itself.

12.3.2.5  Audits

A structured review of the procurement process.   The audit process should be described in the procurement process.   Resulting observations should be brought to the attention of the buyer’s project manager and the seller’s project manager for adjustments to the project if necessary.

With these tools and techniques, the outputs of the control procurement process can be created, which is the subject of the next post.

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