Plan Procurement Management

Documents procurement decisions, specifies the approach, and identifies potential sellers, producing the procurement management plan and supporting documents. It decides what to buy versus build, and how.

Process Group Planning Knowledge Area Project Procurement Management

Plan Procurement Management determines what will be acquired from outside the project and how. Make-or-buy analysis decides what to procure; the process then defines contract types, the procurement strategy, bid documents, statements of work, and source-selection criteria.

Plan Procurement Management: key inputs and outputs — The key inputs feeding Plan Procurement Management and the deliverables it produces — full ITTOs are listed below.

Getting procurement planning right early matters because lead times and contracts are hard to compress later. The plan also coordinates procurement timing with the project schedule so externally sourced work arrives when it is needed.

Common pitfalls. Underestimating procurement lead times; vague statements of work that invite disputes; choosing a contract type that misallocates risk; and weak source-selection criteria that make evaluation subjective.

Inputs, Tools & Techniques, and Outputs

Inputs

Project charter
Business documents
Project management plan
Project documents
Enterprise environmental factors
Organizational process assets

Tools & Techniques

Expert judgment
Data gathering
Data analysis
Source selection analysis
Meetings

Outputs

Procurement management plan
Procurement strategy
Bid documents
Procurement statement of work
Source selection criteria
Make-or-buy decisions
Independent cost estimates
Change requests
Project documents updates
Organizational process assets updates