DEVRY PROJ 410 Week 1 DQ 2

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UOP PROJ 410 Week 1 DQ 2

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• A project manager and a contract manager are both
  needed to administer a procured project or
  process. If you were the project manager, how
  would you work with a contract manager to ensure
  a successful procurement? In answering this
  question, consider such issues as, at what point
  you would want to get the contract manager
  involved in the project, what areas of the
  contract you would want to be his or her
  responsibility, how much and what types of
  communication you would want the seller (i.e.,
  the contracted firm) to have with the contract
  manager, and who would handle conflicts that
  might arise with costs, schedules, or scope.
  Please remember to answer all components of the
  question.
• What are the differences between the project
  manager and contract manager?
• What knowledge should a project manager have and
  what knowledge should a contract manager have to
  perform the jobs?
• What do you think about hiring a project manager
  (PM)?

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• What steps might you take to find the right
  contractor and project manager?
• Price used to be the main object, now we want a
  "buy best value" concept where price is just one
  factor. We also look at past performance,
  management, etc. What examples do you have about
  the way you contract your work?
• What are the six steps you would take in the
  project procurement management?
• In this era of cost containment and reduced
  budgets, we have seen a movement towards awarding
  projects based on lowest cost as opposed to best
  value.  And many times it goes without saying -
  "you get what you pay for."  What can the
  contract manager do to make sure he/she is
  fiscally responsible without falling into this
  trap?  What about the project manager?
• Do you think that the cost associated with
  project planning is a key reason why firms do not
  undertake the important element of project and
  contract management? Or, do you feel it's just
  that project planning is a new part of
  business/operations planning and management is
  not totally familiar with?
• One way to stay on "overhead" is to have the
  project manager play both the PM role as well as
  the role of the contract manager.  What are some
  of the potential problems with this scenario?
   Does size or complexity of the contract matter?
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