第十二章 项目采购管理 Chapter 12 - Project Procurement Management
12.0 Processes 3大过程
12.1 Plan Procurement Mgmt. (P) - Documenting the procurement method; identifying potential sellers.
12.1 规划采购管理 - 文档记录采购方法，识别潜在卖方。
12.2 Conduct Procurements (E) - Collecting seller responses, choosing a seller, and awarding a contract.
12.2 实施采购 - 获取卖方应答，选择卖方并授予合同。
12.3 Control Procurements (M) - Managing procurement relationships and monitor contract performance.
12.3 控制采购 - 管理采购关系、监督合同绩效。
"Plan Procurement Management" - Key Outputs 12.1 规划采购管理 主要输出
Procurement Management Plan - Describes how to acquire goods/services from external orgs.
采购管理计划 - 说明如何从外部组织获取产品/服务。
Procurement Strategy - Outlines delivery methods, contract types, and procurement phases.
采购策略 - 说明交付方式，合同类型以及采购阶段。
Procurement Statement of Work (SOW) - The portion of the scope baseline to include in a contract.
采购工作说明书 - 合同中所包含的范围基准部分。
Bid Documents - Used to solicit proposals from prospective sellers (e.g. RFI, RFP, RFQ).
招标文件 - 用来从卖方征求报价信息（如：RFI信息邀请书、RFP报价邀请书、RFQ建议邀请书）。
Make-or-Buy Decisions - Decisions about whether or not work needs to be purchased externally.
自制或外购决策 - 进行部分工作是否通过外购的决策。
Source Selection Criteria - The criteria used to rate or score sellers. (Such as overall cost).
供方选择标准 - 用来对卖方进行排序或打分的标准（如总成本）。
Independent Cost Estimates - Generating our own cost estimate to use as a benchmark for bids.
独立成本核算 - 产生我们自己的估算成本用来作为招标的标杆。
"Conduct Procurements" - Key Tools 12.2 实施采购 主要工具
Advertising - Using adverting to draw more potential sellers.
广告 - 用广告来获得更多的潜在卖方。
Bidder Conferences - Meetings between the buyer and possible sellers prior to submittal of bids.
投标人会议 - 提交标书之前举行的潜在卖方和买方之间的会议。
Data Analysis - Using a formal proposal evaluation review process.
数据分析 - 正式的标书评估。
Interpersonal Skills (Negotiation) - Used to clarify the structure and terms of a contract.
人际关系与团队技能（谈判）- 用来解释组织结构和合同条款。
"Control Procurements" - Key Tools 12.3 控制采购 主要工具
Data Analysis 数据分析
- Performance Reviews - A structured review of the seller's progress.
- 绩效审查 - 对卖方工作进程的结构化审查。
- Earned Value Analysis (EVA) - Assess the cost/schedule variance and performance of the seller.
- 挣值分析EVA - 评估卖方的成本/进度偏差及绩效情况。
- Trend Analysis - Forecasting the estimated costs at completion (EAC).
- 趋势分析 - 预测EAC完工估算。
Claims Administration - Handling contested changes where the buyer/seller don't agree (ADR).
索赔管理 - 处理买卖双方存在争议且无法达成一致意见的变化。（替代争议解决方法ADR）
Audits - A review of the procurement process to identify sucessess and failures.
审计 - 对采购过程的结构化审查，识别采购过程是否成功。
Contract Types 合同类型
Fixed Price 总价合同
- Firm Fixed Price (FFP) - The price is determined at the start and is not subject to change.
- 固定总价FFP - 价格一开始就已定好且不根据变化而更改。
- Fixed Price Incentive Fee (FPIF) - Bounuses may be given if certain objectives are achieved.
- 总价加激励费用FPIF - 某个目标达成那么将给予奖励。
- Fixed Price w/Economic Price Adjustment (FP-EPA) - May adjust based on economic indices.
- 总价加经济价格调整FP-EPA - 将会根据经济形势做相应调整。
Cost-Reimbursable 成本补偿合同
- Cost Plus Fixed Fee (CFPP) - The seller is reimbursed for costs and given a fixed payment.
- 成本加固定费用CFPP - 卖方将根据成本获得固定补偿费用。
- Cost Plus Incentive Fee (CPIF) - Bonuses may be given if certain objectives are achieved.
- 成本加激励费CPIF - 某个目标达成那么将给予奖励。
- Cost Plus Award Fee (CPAF) - A fee is earned if broad subjective performance criteria are met.
- 成本加奖励费用 - 如果总体绩效标准达标则可以获得额外奖励。
Time & Materials (T&M) - Cost may not be fully defined at the start and scope may be open-ended.
工料合同 - 成本无法完成在项目开始确定，将随着范围扩大而扩大。