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This is the final post on this knowledge area, because it contains the outputs for the final process in that area, namely, 12.3 Control Procurements.

Note that in the 5th Edition of the PMBOK® Guide, closing procurements was a separate process (under the closing process group, of course).   However, in the 6th Edition, PMI has essentially but monitoring and controlling AND closing of a procurement in this single process of Control Procurements.

12.3.3  Control Procurements:  Outputs

12.3.3.1  Closed Procurements.

The authorized procurement administrator for the buyer provides the seller with formal written notice that the contract has been completed.   This happens after the project management team has approved the deliverables, checking that they have been provided on time and meet technical and quality requirements.

12.3.3.2  Work Performance Information

Information on how a seller is performing, by comparing the following to what was specified in the SOW and in the agreement:

• deliverables received
• technical performance achieved
• costs incurred and accepted

12.3.3.3 Procurement Documentation Updates

During the Control Procurements process, the following procurement documentation may be updated:

• the contract
• all supporting schedules
• requested but unapproved or unresolved contract changes (see paragraph below on Change Requests)
• approved change requests
• seller-developed technical information
• work performance information (see paragraph 12.3.3.2)
• seller performance reports and warranties
• financial documents including invoices and payment records
• results of contract-related inspections

12.3.3.4  Change Requests

As a result of monitoring and controlling procurements in the course of this process, change requests may be made to the project management plan.   These change requests are processed for review through process 4.6 Perform Integrated Change Control.

Any requested but resolved contract changes need to uniquely identified and documented by project correspondence, as these may changes may be disputed by one party which may can lead to a claim.

12.3.3.5  Project Management Plan Updates

Of course, the procurement management plan may need some updates:

• Procurement management plan–updates may be required depending on the results of the performance of the sellers during execution of the work

The other project management plan component that may need updating is the risk management plan.

• Risk management plan–if significant unexpected risks occur during the execution of the contract, the risk management plan may require updating.  Specific risks are incorporated into the risk register (see project documents updates paragraph 12.3.3.6 below under “Risk Register”).

The baselines, another important component of the overall project management plan, may also need to be updated:

• Schedule baseline–if significant schedule changes created by sellers impact the overall project schedule performance, the baseline schedule may need to be updated and approved to reflect the current expectations.   The buyer should be aware of any impacts of schedule delays created by one seller that may impact other sellers.
• Cost baseline–contractor and materials cost can change, and these changes need to be incorporated into the cost baseline.

12.3.3.6  Project Documents Updates

• Requirements traceability matrix–updates are made regarding requirements that have been satisfied
• Risk register–changes made to the risks related to the approved sellers, or new risks are added to the register, including those related to:
  • The seller’s organization
  • The duration of the contract
  • The external environment
  • The project delivery method
  • Type of contracting vehicle chosen (fixed-cost or cost-reimbursable)
  • Final agreed-upon price
• Stakeholder register–Any changes in the contractors and suppliers should be reflected in the stakeholder register, especially those stakeholders that are impacted by those changes.

12.3.3.7  Organizational Process Assets Updates

• Payment schedules and requests–these are made in accordance with the procurement contract terms and conditions
• Seller performance evaluation documentation–this is prepared by the buy and documents the seller’s ability to continue to perform work on the current contract, and indicates whether the seller can be allowed to perform work on future projects.
• Prequalified seller lists updates–according to the outcomes of the Control Procurement process, sellers could be disqualified and removed from the prequalified seller lists based on poor performance.
• Lessons learned repository–lessons learned during the procurement process should be archived to improve procurements on future projects.
• Procurement file—a complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project files.

And that is it for this chapter!   The next chapter will discuss the final knowledge area, stakeholder management, which was created in the 5th Edition of the PMBOK® Guide and continues to be an important element of the 6th Edition of the Guide…

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