Not all project procurements are the same. Unless the project carefully
makes an assessment of the items it will make, versus the items it will
buy, and then adequately plans for these purchases, the risks of
performance will increase. Project procurements are simply sub-projects,
which need to be managed well, not blindly delegated to an independent
organization to buy for the project. Certain procurements, major
complexity developments, creating something new, which does not exist,
according to the project's unique specification, must be managed by the
project team, and supported by the professional procurement
organization. The project's team leader must assume the management
responsibility. This book zeroes in on the effective management of that
portion of the project which will be performed by another organization.
It focuses on the procurement of scope from an organization outside of
the project. Often, the success or failure of a project is dependent on
how well the project can plan, define, solicit, authorize and manage
this external relationship. This book has been updated to be consistent
with Chapter 12 of the Fourth Edition of the PMBOK (R) Guide, released
by PMI in December 2008.
