Project Procurement Management in Practice
JUDITH A. EDWARDS, PHD, PMP, IEEE, SM; CONSULTANT
Procurement practice is one of those things that organizations and teams acknowledge is important up to a point—the point of actually performing the practice. The rationale for not implementing the procurement practice is that it costs too much or takes too long. However, many failed procurement outcomes have root cause in avoiding key elements in the process. The risk of not performing the process is seldom assessed when waivers or deviations occur. Yet many organizations owe their successful outcomes to project procurement management best practice.
Procurements should be a “project” and managed as such, even for small efforts. This chapter outlines roles and responsibilities for a procurement project team and offers best practices, lessons learned, and methods of increasing opportunities for success derived from actual procurement experiences.
A variety of process standards and guides are available to organizations, including IEEE Std 1062 from the software standards collection,1 Software Engineering Institute (SEI),2 and other sources.3,4 The overall process in those sources is very similar to that found in A Guide to the Project Management Body of Knowledge, Fourth Edition.5 Although the first two references indicate software procurement standards, those process descriptions are essentially the same as any general procurement. This process evolved to solve many problems and issues with procurements in meeting the desired business objectives. Standard procurement processes were developed to: