The Procurement Plan And Risk Management For Organizing A Week-long Festival At ECU Entertainment Venue

Type of Contract to be used

This section defines the items that need to be procured. Along with that this section also provides the justification for the same like why particular item is selected, what is the justification behind that. As these are termed to be the most important for the project plan and the overall project success, these items are also assigned with a timeframe within which the items or the service has to be delivered (Matthews 2013). This timeframe will be applicable to each and every vendor assigned to the project through the contracts.

Item/Service	Justification	Needed By
Item A Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Food	Throughout the entire event of two weeks (08.11.2018 to 22.11.2018)
Item B	Stage decoration	3 days before the event (05.11.2018)
Item D	Hiring the musician	From 14.11.2018 to 17.11.2018
Item E	Safety measurement	Throughout the entire event of two weeks (08.11.2018 to 22.11.2018)
Item F	Waste management	Throughout the entire event of two weeks (08.11.2018 to 22.11.2018)

Although there are various types of contract used for various procurement plan like firm-fixed price, time and materials (T&M), cost-reimbursable, and others, it depends on the types of project and the procurement plan associated with it (Paulus, Lester & Dempster 2013). In this context, firm-fixed price contract will be used as the product and the service required for the entertainment project, is well defined and hence there is no requirement for research and development effort.

Risk Name & Description	Current Controls	Impacts	Risk Assessment
Likelihood	Consequence	Risk Rating
Insufficient funding	none	Delays to purchasing	Possible	Major	High
Delay in contract	None	Delays to project schedule	Possible	Major	High
Variation in price	None	Variation in project budget	Not possible	Major	High
No of Vendor not sufficient	None	variation in project scope	Possible	Major	High

Risk Name & Description	Risk mitigation
Insufficient funding	Only after the funding is raised through sponsorship ,  advertisement and college fund the project will be initiated
Delay in contract	The contract will be invited in advance so that if delay occurs it does not affect the project schedule and it can be modified accordingly
Variation in price	The vendors who will offer firm-fixed price will only be considered for allocation of the contract
No of Vendor not sufficient	The bid for the contract will only be invited if the number of vendors are sufficient. Otherwise the contract for the event will be awarded to some popular vendor chosen online in the best price possible if enough vendors are not arranged for organizing the bid (Seawright, 2016).

This section identifies the selection criteria for the vendors with reference to the cost determination. Vendors will participate in the Bid organized by ECU and they will submit the bid with the price quotation. Then the cost will be determined in response to the quote. However the quote for the price has to be provided in firm-fixed price basis only and no variation will be entertained in the price after the bid is submitted by the vendor with the price quotation.

In order to prepare the procurement document which basically design the contract form for the vendor to follow will be done with proper standardization. Now these documents are considered for different applications (Vinik, Casellini & Nevoret, 2016). The documents standard that will be followed in the context are the following:

Document type	Application of the documents
Request for proposal or RFP	Invitation for suppliers
Request for information	Discussion with the potential bidders
Request for quotation	Selection of successful bidders in terms of price only
Solicitations	Invitation for bids, proposal and quotes
Contracts	Signed agreement between the client and  suppliers after the products are supplied to clients

This section defines the constraints that is likely to be associated with the procurement procedure. Hence these serve as an integral part of the project’s procurement management process (Larson & Gray 2015). The project constrains are identified bellow in details

Constraints	Requirement
schedule	The project has to be finished as per the schedule as variation in the schedule will not only delay the project, it will actually make it impossible to implement the whole project implementation
Cost	The project does not have the scope to allow variation in the cost either as the project have to be implemented in the assigned budget
Scope	A variation in the scope will require the whole process to redesign which is not permitted by the schedule or the cost (McNeil,  Frey & Embrechts 2015)
Resources	The project need to be executed with the resource available and arrangement of newer resource after the schedule and budget is prepared is not permitted
Technology	The project has to be design with the available technology as employment of newer and sophisticated technology for the event will increase the cost
buyer/seller relationships	Byer/seller relationship has to be defined right before the bid for the project is arranged and this also needs to be confirmed once the contract is offered to a particular vendor. A proper buyer/seller relationships will help to ensure that there is little to no variation in the project cost and investment

The contract will be approved through various process (Paulus, Lester, & Dempster 2013):

• First vendors will be invited
• Vendors have to submit required document such as address proof, service experience
• Vendors will provide quote for pricing
• The quote for the pricing will be reviewed whether it is firm-fixed or variable
• Quotes for pricing which considers variable pricing will not be considered for the contract
• Contract will be offered to the vendors who quote firm-fixed priced after all the required documents for the contract are reviewed by the contract review board

The contract will be offered to vendors based on certain criteria. These will serve as the decision criteria for the organization to decide what contract to be distributed and to which vendor (Sadgrove 2016). The contract will be awarded to the vendors based on the following criteria:

• The first criteria to offer the contract is the experience of the vendor. The vendors has to submit the required documents as asked by the review board. The vendor has to submit those documents as per the requirement. Any violation in the document or claim made about the experience without proper documentation will not be allowed and the vendor in that case will not be allowed to obtain the contract (Burtonshaw-Gunn 2017).
• The next and one of the most important criteria is to review the price of the contact and the price quoted by the vendor for the bid. If the vendor does not accept firm-fixed contract type for claiming the price then the vendor will not be considered for the contract and will be offered to the other deserving vendor who aggress to the contract type set by the authorities of  ECU and the contract review board
• Vendors who aggress to the provided requirement for the contract but denied to provide any written documentation for the proof will not be considered for offering the contract as well
• The offer will only be made and the contract will be provided to the vendor who meets all the criteria specified for the project

Stakeholder Name(s)	Role	Stakeholder Information Requirements	Timeframe / Frequency/ Trigger
	Sponsors	Receive written project updates	Monthly
Provide input to requirements	Prior to completion of significant project milestone / functionality (as directed by Responsible Manager)
Receive demos and provide feedback	Upon completion of significant project milestone / functionality (as directed by Responsible Manager)
	Project Management	Receive update on project progress	Weekly and ad hoc as needed
Provide updated schedule to team members	Weekly
Direct communications with tech team	Ad hoc as needed
	Responsible Manager	Receive update on project progress	Weekly and ad hoc as needed
Provide input to requirements	Weekly and ad hoc as needed
Direct communications with tech team	Weekly and ad hoc as needed
	Tech Team Members (SA, Developers, BA, QA, BA Backup and support)	Provide and receive updates on project progress	Weekly
Direct communications with tech team	Weekly and ad hoc as needed
	Security (Security Advisor, ISSO)	Provide and receive updates on project progress	Weekly
Direct communications with tech team	Weekly and ad hoc as needed
	System Owner	Receive written project updates	Monthly and ad hoc as requested
Provide input to requirements	Prior to completion of significant project milestone / functionality (as directed by Responsible Manager)
Receive demos and provide feedback	After completion of significant project milestone / functionality (as directed by Responsible Manager)
	User Representatives	Receive update on project progress	Weekly and ad hoc as needed
Provide input to requirements	Weekly and ad hoc as needed
	Records Management Section	Provide and receive updates on project progress	Weekly
Direct communications with tech team	Weekly and ad hoc as needed
	ADA/508	Provide and receive updates on project progress	Weekly
Direct communications with tech team	Weekly and ad hoc as needed

The HRM management plan has been developed for the successful implementation and management of the event project of the Techviosn 2.0, an extravagant entertainment program arranged the campus of ECU. This event will be held for two weeks. The plan has been developed for the program to manage the human resources related to the project effectively and successfully in order to ensure that the project is implemented efficiently (Andow, 2016).

This plan includes information regarding the following topics:

Roles and responsibilities assigned to each of team members which will be standard  throughout the project

Organization charts related to the project

Staffing management plan to include:

Process of  resources acquisition    

Timeline for resources/skill sets

Training for skills development

Process for designing performance reviews

Recognition and rewards system

Listed below are the roles and responsibilities for the Techviosn 2.0 project team:

Senior Project Director

• Plans, directs as well as  supervises the overall project
• Accountable for managing the resource allocation
• Maintains accountability for the management of all resources assigned to the project
• Coordinate between the project,  Project Sponsor and the Steering Committee

Quality Manager

Accountable for managing the following aspect of the project (Burtonshaw-Gunn 2017)

• product and process quality activities
• requirements management traceability matrix
• adherence of process and product activities to standards and plans

  Implementation Lead

  Accountable for managing the following aspect of the project

• portion related to the project implementation
• Provides implementation management leadership through planning, organizing, coordinating, and monitoring implementation activities

Application Support Lead 

Accountable for managing the following aspect of the project

• Review and coordination of the change request process
• sessions related to the application design
• application support
• quality control of the consultant services

Operations Lead 

Accountable for managing the following aspect of the project

• Coordinates and oversees the operations of the new system coordination and review
• Monitors contractor management of operations
• resolution of  problems related to operations support

Project Stakeholders Roles & Responsibilities

Listed below are the roles and responsibilities for the Techviosn 2.0 project stakeholders:

Project Sponsor

 Need to consider the following roles (Burtonshaw-Gunn 2017):

• Provides vision, direction, and policy leadership
• Provides assistance to deal with project barrier and provide support for change management initiatives
• Participates in the Steering Committee, and provides support to this group as needed
• Complete authority on the project  
• Responsible for ensuring achievement of project deliverables and functionality

Steering Committee

• Acts as the Project stakeholders group
• Responsible for providing  high-level project direction, receives project status updates
• Responsible for addressing and resolving issues, risks, or change requests

Independent Verification and Validation (IV&V)

• Responsible for providing an independent, technical review
• Responsible for verification of project deliverables
• Responsible for reviewing and assuring the quality of the deliverable for the project

Department of Finance & Administration Representative

• Provides oversight
• Approve funding for the projects

Roles	Infrastructure Preparation	Requirements Gathering	Design	Configuration Development	Implementation Software Testing	Conduct Training	Stakeholder Communication Management
Senior Project Director	A	A	R	R	C	C	I
Quality Manager		A	R	C		C	I
Technical Lead		A	R
Implementation Lead	I	A	R	C		I	I
Application Support Lead		A	C	R		I	I
Project Sponsor	C	C	C	I	I	I	I
Steering Committee	I	I	I	I	C	C	A
IV& V	C	C	C	C	C	I	I
Agency Subject Matter Experts		R		I	C

Key:

R – Responsible for completing the work

A – Accountable for ensuring task completion/sign off

C – Consulted before any decisions are made

I – Informed of when an action/decision has been made

Responsible persons

• The Project Director
• Executive Sponsor

Role and responsibility

• Need to make negotiation with functional and department managers
• Review and resource assignment  

Vendor/State Partnering Approach

Although vendors are an important part of the project and certain roles and responsibility for project, the ECU representative will have the authority for the overall review and be responsible for making approval for the work done by the vendors as per the requirement of the projects.  

Project Team Training

Staff Training

When new staff joins the project, the Senior Project Director (or delegated project staff) will provide a project orientation.  The orientation should include discussions related to the following topics (Burtonshaw-Gunn 2017):

• Project Background
• Project Current Status
• Job Duties specific to the project along with job Expectations
• Facility and Infrastructure Overview
• Project Processes Overview which include time reporting, attendance and status of  meetings

Performance Reviews

In order to appreciate the wok, the functional manager will be assigned the role of reviewing the performance of the work of the individual team members based on certain activities such as project execution, project coordination and team collaboration and communication.  

Recognition and Rewards

No monetary rewards will be provided as it is not included in the project scope.  Suggested Rewards:

• After the Project is completed , success of each team member will be celebrated
• A certificate of thanks will be provided to the team member who has completed the assigned role with perfection.  The certificate will be provided by Executive Sponsor.

Proposal evaluation

Criteria	Weighting	Proposal 1	Proposal 2	Proposal 3
		Score	Total	Score	Total	Score	Total
Price	50%	5	2.5	4	2	3	1.5
Relevant Experience	10%	4	0.4	3	0.3	4	0.4
Compliance with RFQ – Technical	10%	4	0.4	3	0.3	3	0.3
Compliance with RFQ – Commercial T&C’s	5%	4	0.2	1	0.05	4	0.2
Conforms to Industry stds (ISO and product)	10%	4	0.4	4	0.4	2	0.2
PM Capability	15%	5	0.75	4	0.6	5	0.75
(Resource availability and skill sets)
Totals	100%		4.65		3.65		3.35

References:

Andow, J. (2016). Project procurement strategy. Philosophical psychology, 29(8), 1128-1141.

Burtonshaw-Gunn, S. A. (2017). Risk and financial management in project. Routledge.

Cagliano, A. C., Grimaldi, S., & Rafele, C. (2015). Choosing project procurement risk management techniques. A theoretical framework. Journal of Risk Research, 18(2), 232-248.

Cooper, D., Bosnich, P., Grey, S., Purdy, G., Raymond, G., Walker, P., & Wood, M. (2014). Project Risk MaNgement Guidelines: MaNging Risk with ISO 31000 and IEC 62198. Wiley Global Education.

Lam, J. (2014). Enterprise risk management: from incentives to controls. John Wiley & Sons.

Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.

Matthews, K. (2013). Risk management and managerial efficiency in project: A network DEA framework. Omega, 41(2), 207-215.

McNeil, A. J., Frey, R., & Embrechts, P. (2015). Quantitative project communication: Concepts, Techniques and Tools-revised edition. Princeton university press.

Paulus, T., Lester, J., & Dempster, P. (2013).  Tools for project communication. Sage.

Sadgrove, K. (2016). The complete guide to project risk management. Routledge.

Seawright, J. (2016). Multi-method social science: Combining human resource strategy in the project management. Cambridge University Press.

Serpella, A. F., Ferrada, X., Howard, R., & Rubio, L. (2014).  Procure Risk management in construction projects: a knowledge-based approach. Procedia-Social and Behavioral Sciences, 119, 653-662.

Vinik, A. I., Casellini, C., & Nevoret, M. L. (2016). Alternative quantitative tools in project management. In International review of project execution (Vol. 127, pp. 235-285). Academic Press.