Exercises
Assess your understanding of project procurement and contract management across the procurement life cycle. This quiz covers procurement planning, make-or-buy analysis, contract selection, bidder conferences, proposal evaluation, procurement statements of work, seller performance control, dispute resolution, and contract closure. Questions combine practical scenarios, calculations, and visual interpretation to test skills needed when acquiring products or services from external suppliers.
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The procurement management plan explains how procurements will be planned, conducted, controlled, and closed. It may address contract types, source selection, roles, schedules, and change control.
A firm-fixed-price contract is suitable when scope and requirements are well defined. The agreed price provides cost predictability and places most cost-overrun risk on the seller.
The buyer generally carries more cost risk because the seller is reimbursed for allowable costs. Incentives, ceilings, and oversight can limit exposure, but they do not make the arrangement equivalent to a fixed-price contract.
Making costs $30,000 + ($40 × 3,000) = $150,000. Buying costs $55 × 3,000 = $165,000. Based only on these costs, making internally saves $15,000.
A bidder conference helps prospective sellers interpret requirements consistently. Questions and clarifications should be handled fairly so that no bidder receives an improper informational advantage.
Supplier X scores (8 × 0.3) + (6 × 0.5) + (7 × 0.2) = 6.8. Supplier Y scores (6 × 0.3) + (9 × 0.5) + (8 × 0.2) = 7.9, so Supplier Y ranks higher.
A procurement statement of work describes what the seller must provide. It commonly contains deliverables, technical requirements, milestones, performance standards, and acceptance criteria.
Arbitration uses a neutral arbitrator who issues a decision that is typically binding under the contract. A mediator assists negotiation but ordinarily does not impose a binding outcome.
Comparing seller performance with contractual requirements, documenting variances, authorizing changes, and taking corrective action are central activities in controlling procurements.
A time-and-materials contract is a hybrid arrangement. Unit or hourly rates are predetermined, but the total price varies with the amount of time or materials used. A ceiling can help control buyer exposure.
Procurement closure requires verification that deliverables were accepted and obligations were fulfilled. Outstanding claims should be settled, final payments handled according to the contract, and records archived.

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