Select a procurement document for the turnaround project and explain your selection; develop a proposal evaluation method for the turnaround project that will be used to select a supplier.

This portfolio work, project procurement and evaluation, is based on your selected business or IT project. You may choose to base your assessment on the Revive LLC case study for the development of a new online employee orientation module, or you may select an organization of your own choosing. Both human resource (HR) and information technology (IT) employees, as well as contractors, will be utilized in this project.
Project Procurement Management is defined “as a methodology that includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team” (Project Management Institute, 2017).
The procurement process should be dynamic and flexible to ensure the best combination of quality and pricing is obtained. For a more complex process many factors should enter into the decision-making process to obtain the best possible outcome with the lowest total cost of ownership, or TCO.
Per the PMBOK® Guide, and as referenced in Kerzner (2017), project procurement management includes the processes where the project obtains a product or service from outside the project organization. The organization’s perspective regarding procurement can either be as the buyer or the seller of the product or service. Project procurement management also includes the contract management and change control processes that are required to administer the signed contracts or any issued purchase orders. Project procurement management includes the following three key or major processes (Project Management Institute, 2017, Chapter 12):
Plan Procurements – the process of documenting purchasing decisions, specifying the approach, and identifying potential sellers.
Conduct Procurements – the process of obtaining seller responses, selecting a seller, and awarding a contract.
Control Procurements – the process of managing the procurement relationships, monitoring contract performance, and making changes and corrections as appropriate, and closing out contracts.
Reference
Kerzner, H. R. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). Hoboken, NJ: Wiley.
Project Management Institute. Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition and Agile Practice Guide. Newtown Square. PA. 2017, p. 717.
Project Procurement Management
The above-mentioned processes can be quite involved and the ramification of the decisions and outcomes can be costly. There is generally a great deal of interaction and overlap between these processes. With procurement management, it is imperative that the project team seeks the support of contract (legal) and procurement (purchasing) specialists and involve such specialists early on.
The first key procurement management process—plan purchases and acquisitions—determines what, when, and how to procure. After the decision is made about which project needs can best be met by procuring products or services from outside of the project organization, the team continues to the second key process: the “plan contracting.” This process involves preparing the documents needed for solicitation and the evaluation criteria used to score proposals. The most common documents for solicitation are the request for quote (RFQ) and the request for proposal (RFP). The RFP is generally more exhaustive and is used when all of the details of a solicitation are well known. The responses from various suppliers may fill in some of the missing blanks. The RFQ is most generally used for price and delivery quotations on specific items. Although the above statements are generally true, some organizations use these documents interchangeably.
Writing a good RFP is essential if you want to receive a thorough and complete response from suppliers and vendors. To ensure a thorough and properly written RFP you will need to include SMEs (subject matter experts) who have experience in the appropriate discipline.
Scenario
For this assessment, choose either Option A or Option B. You do not need to do both. Both options will be graded using the same scoring guide.
Option A: Project Revive LLC, and you as the consultant, must be concerned with all the processes of project management and not just with the procurement process. However, for the purposes of this course you will concentrate on the application of the three procurement processes. The assessment focuses on analyzing and creating different procurement documents.
Consider issues that may limit the project options, such as budget cost and staffing decisions for NearlyFree.com. NearlyFree.com is a fictitious company and the project documents for NearlyFree.com project scenario are linked below.
As part of your job as the consultant, you convinced your client, NearlyFree.com, to procure a new employee orientation web-based training software system (the product) from a third-party vendor. Therefore, the buy rather than make decision has already been made. Although you have had a lot of experience procuring external resources, NearlyFree.com is a small company and has not been through the rigorous procurement process considered as best practice by Fortune 500 companies. So, as part of your services, you will guide NearlyFree.com through key aspects of the procurement process. The first step is helping NearlyFree.com recognize different procurement documents and make the right selection for this project.
At this point in the process, you also need to help NearlyFree.com prepare to evaluate the proposals and information they obtained from the solicitation process. You will develop a proposal evaluation method that will be used to select a supplier.