Control Procurements

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toggle_content title="Transcript" The next process in monitoring controlling is control procurements. Control procurements is the process that monitors contract performance and makes changes where necessary. The process creates work performance information change requests, project management plan updates, project document updates and organizational...

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Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10
Video Description

[toggle_content title="Transcript"] The next process in monitoring controlling is control procurements. Control procurements is the process that monitors contract performance and makes changes where necessary. The process creates work performance information change requests, project management plan updates, project document updates and organizational process asset updates. The inputs are the project management plan, procurement documents, agreements, approved change requests, work performance reports, and work performance data. The tools that are used are control change control system, procurement performance reviews, inspection audits, performance reporting, payments systems, claims administration, and record management systems. Your outputs are work performance information...once again you are creating documents, which is being distributed. Change requests are pretty common for monitoring controlling. It's one of those variance so change requests are not approved until they go for a change review board. Project management plan updates are...anytime there is a variance with approved change requests you are going to go back and update your other plans. Project document updates, same thing you are going to be noting what changes and then you will go back and update your documents. Organizational process assets maybe you had tools, or templates, one possibility is going back and changing what your company uses for templates. The inputs, so in monitoring controlling its project management plan, this is probably dealing with procurement which is why your inputs be going to be more pertaining to. Procurement documents and agreements which are the contracts, you are ensuring that what you agreed upon is being done. Approved change requests...these are approved versus change requests. That is going to be an input of keeping up with what changes are occurring in the project, work performance reports, you are assessing your information maybe it's a subcontracting agreement, and they are providing a weekly report or a financial report or where they are in the project or what they offer you. Work performance data is assessing your earn value management or whether they are from the subcontractor point of view. The tools that are used are contract change control systems. These are processes that are in place to monitor, how change can occur. If the subcontractor is not performing, they might put a request in. These are agreements that you have ahead of time. Its making sure all the agreements are being met. Performance reviews same things, making sure what contracts you have in place are being met. This is reviewing documents to make sure deliverables are being delivered. Inspection and audits is making sure the quality is there. They are doing what they are supposed to be doing. You are making sure that you are getting a good product. Performance reporting payment system...if they claim that 20 percent done there should be a way of you being able to verify they are where they are within the project and then they can invoice for that work that is complete. Claims and administration is maybe there is disagreements, they claim that there is a 20 percent done, your record are showing that 10 percent done so it's a way of going back and trying to figure out what that disagreement is compared to yours and how that would be handled. Record management system is just a way of keeping track to ensure deliverables are being met. [/toggle_content]

Video Transcription
00:04
The next process of moderate controlling is control procurements. Control requirements is the process that monitors contract performance
00:12
and make UM,
00:15
it makes
00:16
changes were necessary. The process creates work performance, information
00:21
changer, quest
00:22
project management plan updates, project document updates and organisational processes, said updates.
00:29
Ah, the inputs are the project meant of plan procurement documents,
00:33
agreements, approved change request
00:36
work, performance reports and work perform instead of
00:40
the tools that I use our contract change control systems,
00:43
procurement, performance reviews, inspection and audits,
00:47
performance reporting,
00:49
payment systems, claims administration and record Mannesmann system.
00:54
So
00:55
you're, um, outputs artwork performance information.
01:00
Once again, you're creating documents which,
01:03
um
01:04
which is being distributed.
01:08
Um, change requests are
01:11
pretty common for modern controlling its whenever there's a variance. So,
01:15
um, change request aren't approved until
01:19
they go in front of changer
01:21
Change Review board
01:23
Project management plan updates.
01:25
Um,
01:26
any time there's a variance
01:30
with approved change requests, you're going to go back and update your other plans.
01:34
Um,
01:36
project document updates, same thing you're gonna
01:38
be noting what changes, and they're going to go back and update your documents,
01:44
then organizational process assets maybe had tools that were in place or templates.
01:49
Um, so
01:51
one possibility is going back and changing what your company uses for templates,
01:56
the
01:57
inputs.
01:59
So we're gonna controlling. So it's the project manager plan.
02:02
This is probably dealing with procurement, which is, um,
02:07
which is what? Your inputs gonna
02:08
be more pertaining to
02:12
procurement documents
02:14
and agreements, which are the contracts.
02:16
So you're ensuring that
02:19
what you agreed upon is being done
02:22
approved? Change your quest.
02:23
So these are Peru. That's just change your quest.
02:27
Um,
02:29
so that's gonna be input of keeping up with what changes occurring in the project.
02:34
Work performance reports. So you're assessing information.
02:38
Maybe it's a subcontracting agreement,
02:40
and
02:43
they're providing a weekly report or financial report or where they're at in the project
02:47
or what they all throw you.
02:50
Um, work performance data is assessing,
02:53
um,
02:55
your own value management or
02:59
where they are from a subcontractor, one of you,
03:01
the tools that are used, our contract change control systems.
03:07
So these air processes are in place
03:09
to monitor
03:12
how change can occur.
03:14
So,
03:15
um,
03:17
so if the subcontractor is not performing,
03:23
um, they might put a request in, and these are agreements that you haven't
03:28
ahead of time.
03:29
that's basically making sure that
03:30
all the agreements are being
03:34
procurement performance reviews.
03:36
Uh, same thing, which is making sure that
03:39
what contracts you have in place
03:42
are being met.
03:44
So this is reviewing documents,
03:46
um, to ensure that deliverables are
03:49
being delivered.
03:51
Inspection and audits is making sure that the quality is there.
03:54
They're doing what they are, what they're supposed to be doing.
03:59
So you're making sure that you're getting a good product
04:01
performance reporting payment systems.
04:04
So if they claim they're 20% done,
04:08
there should be a way of you being able thio verify that there
04:13
where they're at within the project. And then they can,
04:15
um,
04:16
they're coming
04:17
invoice for that work. That's complete
04:20
claims. Administration is
04:24
Maybe there's a disagreement. They claim that there's 20% done
04:28
your record to show another 10% done. So it's a way of,
04:31
um,
04:34
a way of
04:35
going back and
04:38
trying Thio figure out
04:42
um, what their disagreement is compared to yours and how that will be handled
04:48
and records management systems is just
04:51
a way of keeping track to ensure that the liberals are being much
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