Configuration Management Body of Knowledge

Chapter 9: Configuration Management and Procurement

Overview

{ Describe the planning process involved in procuring CM consultants, tools, systems. How to plan for solicitations. How to make a selection. How to deal with contract administration. How to close out a contract. }

9.1 PROCUREMENT OF CONSULTANTS

9.2 PROCUREMENT OF CM TOOLS

First, the Configuration Manager must have a good understanding concerning the task at hand. Things like the size of the project in terms of personnel, the quantity of Configuration Items to control, how the builds are to be performed, what metrics should be gathered, etc., must all be known.

Then, begin searching and evaluating different tools. This can be done through test driving tools, which can be time consuming, or the Configuration Manager can seek out published comparative studies. Such studies can be found on various WEB sites. However, beware of Vendor Specific sites, for you will find bias rather than objectivity. Include in your search for evaluation, inquiries of other CM Professionals and their experience with specific tools. It is very likely, that someone else on another project has already done what you are trying to do. Besure to try to get multiple opinions. If you have selected a Vendored Tool, be sure to get a CM Technical demonstration from the vendor - not the 'fluff' demo sales people give to management personnel.

Ultimately, you will need to select the tool(s). Be sure to test it in your environment prior to formal acquisition. If it proves satisfactory, then you are ready to begin formal acquisition procedures. As there are potentially so many different variations on actual purchases of these tools, we refer you to your organizations purchase and acquisition procedures. Make sure you understand the warranties and agreements.

Once the tool(s) arrive, install it in a private arena so that your CM team can get proficient at using it. Develop your training materials for the project team and deploy it.

9.3 PROCUREMENT OF CM SYSTEMS

• Price
• Proposal approach (technical vs commercial)
• Multiple sources may be required depending on how critical

The PMBOK suggests that the "tools and techniques described here may be used singly or in combination.

• Select a single source to sign a standard contract
• Rank order of all proposals to establish a negotiating sequence.

PMBOK® urges that "on major procurement items, this process may be repeated. A short list of qualified sellers may be selected based on a preliminary proposal, and then a more detailed evaluation will be conducted based on a more detailed and comprehensive proposal."

9.4 CONTRACT ADMINISTRATION

The PMBOK® describes contract administration as "the process of ensuring that the seller's performance meets contractual requirements. On larger projects with multiple product and service providers, a key aspect of contract administration is managing the interfaces among the various providers. The legal nature of the contractual relationship makes it imperative that the ...team be acutely aware of the legal implications of actions taken when administering the contract.

PMBOK continues, "Contract administration includes application of the appropriate ... management processes to the contractual relationship(s) and integration of the outputs from these processes into the overall management of the project. This integration and coordination will often occur at multiple levels when there are multiple sellers and multiple products involved."

9.5 CLOSING OUT A CONTRACT