Ch. 12: Project Procurement Flashcards Preview

PMP Exam > Ch. 12: Project Procurement > Flashcards

Flashcards in Ch. 12: Project Procurement Deck (31):
1

From seller to buyer. Price is the determining factor in the decision-making process.

Bid

2

A meeting of all the project's potential vendors to clarify the contract statement work and the details of the contracted work.

Bidder conference

3

These are disagreements between the buyer and the seller, usually centering on a change, who did the change, and even if a change has occurred. Claims are also called disputes and appeals, and are monitored and controlled through the project in accordance with the contract terms.

Claims

4

A contract is a formal agreement between the buyer and the seller. Contracts can be oral or written—though written is preferred.

Contract

5

This defines the procedures for how the contract may be changed. The process for changing the contract includes the forms; documented communications; tracking; conditions within the project, business, or marketplace that justify the needed change; dispute resolution procedures; and the procedures for getting the changes approved within the performing organization.

Contract change control system

6

This document requires that the seller fully describe the work to be completed and/or the product to be supplied. The SOW becomes part of the contract between the buyer and the seller.

Contract statement of work (SOW)

7

A contract that requires the buyer to pay for the cost of the goods and services procured
plus a fixed fee for the contracted work. The buyer assumes the risk of a cost overrun.

Cost plus fixed fee contract

8

A contract type that requires the buyer to pay a cost for the procured work, plus an incentive fee,
or a bonus, for the work if terms and conditions are met.

Cost plus incentive fee

9

A contract that requires the buyer to pay for the costs of the goods and services procured
plus a percentage of the costs. The buyer assumes all of the risks for cost overruns.

Cost plus percentage of costs

10

These are costs incurred by the project in order for the project to exist. Examples include equipment needed to complete the project work, salaries of the project team, and other expenses tied directly to the project's existence.

Direct costs

11

Also known as firm fixed-price and lump-sum contracts, these are agreements that define a total
price for the product the seller is to provide.

Fixed-price contracts

12

An "act of God" that may have a negative impact on the project; consider fire, hurricanes, tornados, and
earthquakes.

Force majeure

13

These estimates are often referred to as "should cost" estimates. They are created by the
performing organization or outside experts to predict what the cost of the procured product should be.

Independent estimates

14

These are costs attributed to the cost of doing business. Examples include utilities, office space, and other overhead costs.

Indirect costs

15

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Invitation for bid (IFB)

16

A letter contract allows the vendor to begin working on the project immediately. It is often used as a stopgap solution.

Letter contract

17

A letter of intent is not a contract, but a letter stating that the buyer is intending to create a contractual relationship with the seller.

Letter of intent

18

A process in which the project management team determines the cost effectiveness, benefits, and
feasibility of making a product or buying it from a vendor.

Make-or-buy decision

19

The contractual relationship between the buyer and the seller is often considered confidential and secret.

Privity

20

A project management subsidiary plan that documents the decisions made in the
procurement planning processes.

Procurement management plan

21

A process to identify which parts of the project warrant procurement from a vendor by the buyer.

Procurement planning

22

A document the seller provides to the buyer. The proposal includes more than just a fee for the proposed work; it also includes information on the vendor's skills, the vendor's reputations, and ideas on how the vendor can complete the contracted work for the buyer.

Proposal

23

A purchase order is a form of a unilateral contract that the buyer provides to the vendor showing
that the purchase has been approved by the buyer's organization.

Purchase order (PO)

24

From seller to buyer. Price is the determining factor in the decision-making process.

Quotation

25

From buyer to seller. Requests the seller to provide a proposal to complete the procured work or to provide the procured product.

Request for proposal (RFP)

26

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Request for quote (RFQ)

27

When the project management team decides to use transference to respond to a risk, a risk-related contractual agreement is created between the buyer and the seller.

Risk-related contractual agreements

28

A tool that filters or screens out vendors that don't qualify for the contract.

Screening system

29

These are used by organizations to rate prior experience with each vendor that it has worked with
in the past. The seller rating system can track performance, quality ratings, delivery, and even contract compliance.

Seller rating systems

30

A contract type in which the buyer pays for the time and materials for the procured work.
This is a simple contract, usually for smaller procurement conditions. These contract types require a not-to-exceed clause,
or the buyer assumes the risk for cost overruns.

Time and materials contract

31

This takes out the personal preferences of the decision-maker in the organization to ensure that the best seller is awarded the contract. Weights are assigned to the values of the proposals, and each proposal is scored.

Weighting system