PROJ 410 (Contract and

Procurement )Complete Class

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PROJ410 (Contract and Procurement )All Weeks Discussions , Case Studies, Midterm
and Final Exams

PROJ410 Final Exam Set 1

PROJ410 Final Exam Set 2

PROJ410 Week 4 Mid Term Exam

PROJ 410 Selecting the Supplier Mid Term Exam

PROJ410 Week 3 Case Study 1 BPO and Cloud Computing

PROJ410 Week 5 Case Study 2 Do it Yourself Outsourcing

PROJ410 Week 7 Case Study 3 What are the Cost Savings when a company
outsources

PROJ410 (Contracts and Procurement )All Weeks 1 To 7 Discussions

PROJ410 (Contracts and Procurement )All Weeks 1 To 7 Discussions

PROJ410 WEEK 1 DQ1 - Procurement in Projects

PROJ410 WEEK 1 DQ2 - Contract vs Project Management

PROJ410 WEEK 2 DQ1 - Contract Pricing Options

PROJ410 WEEK 2 DQ2 - Project Control

PROJ410 WEEK 3 DQ1 - RFP Requirements

PROJ410 WEEK 3 DQ2 - RFP Evaluations

PROJ410 WEEK 4 DQ1 - Evaluation Criteria

PROJ410 WEEK 4 DQ2 - Bid Duration

PROJ410 WEEK 5 DQ1 - Human Resource Transitioning

PROJ410 WEEK 5 DQ2 - Globalization and Procurement

 PROJ410 WEEK 6 DQ1 - Contract Dispute Resolution

PROJ410 WEEK 6 DQ2 - Benchmarking

PROJ410 WEEK 7 DQ1 - Renegotiation and Termination

PROJ410 WEEK 7 DQ2 - Contract Close

PROJ410 Final Term Exam Set 1

Top of Form

Page 1

1. (TCO 1 & 4) What would facilitate a business process outsourcing transition

quickly and maintain some consistency in the organization? (Points : 5)

allow the outsourced firm autonomy to create its own policies and procedures with
no regard for the project's goals

quickly lay off all employees

retain key employees through transition

sidestep the RFP process because it takes too long

2. (TCO 4) Under this pricing contract, the buyer pays the seller's actual costs and a
fixed fee determined as a percentage of the estimated project costs. (Points : 5)
 CPFF

CPF

CBF

CPIF

3. (TCO 7) Which step(s) should a buyer take to evaluate the seller's proposal?
(Points : 5)

Establish a scoring system

Weigh each evaluation criterion

Select key evaluation criteria

All of the above

4. (TCO 5) Negotiations in a BPO agreement are largely determined by which factor?

(Points : 5)

The underlying objectives of each of the parties

The scope of services being outsourced

The relative bargaining positions of the parties

All of the above are factors that determine negotiations

5. (TCO 6) Employee morale and expectations, buyer's precedent, service level

desired by the buyer, and the efficient delivery of services by the seller are all _____.
(Points : 5)

reasons affecting the human resource transfer decision

reasons to outsource human resources

reasons to maintain the business process in-house

 reasons to exclude offshoring contractors from bidding on an RFP

6. (TCO 3) Which is not a key component in the project procurement management

process? (Points : 5)

Select sellers

Plan contracting

Request for proposal

Plan purchases and acquisitions

7. (TCO 6) What are some steps to take when communicating with employees that
outsourcing will take place in the company? (Points : 10)

8. (TCO 2 & 6) What typically gets outsourced and what would be the benefits to
outsourcing the items listed? Please list and discuss six reasons. (Points : 10)

9. (TCO 9) What happens after a renegotiation? Why does this happen? (Points : 10)

10. (TCO 8 & 9) What is benchmarking? Give two examples with which you are
familiar, and tell why benchmarking is useful in outsourcing. (Points : 10)

Page 2

1. (TCO 8) What is a performance standard and how is this agreed upon?

Recommend the components that would need to be included and why. (Points : 30)

2. (TCO 5) What laws should an organization consult before, during, and after a
BPO? Describe two of the laws and how you would include this in a presentation to
executives. (Points : 30)
 3. (TCO 5 & 7) List and describe five components of a BPO. Then summarize why
each of the items that you chose are important to the BPO process. (Points : 30)

4. (TCO 2 & 5) Describe in detail how the negotiation process works when this
process is done correctly. Then convince the executive team that the legal team has
to be represented in the negotiation process. (Points : 30)

5. (TCO 8 & 10) What is early termination? Give an example and then discuss how
can this be avoided or minimized. Persuade the legal team that the verbiage to
accomplish this needs to be included in the BPO agreement. (Points : 30)

6. (TCO 5 & 6) What are some considerations when a company will be transferring
employees to the outsourcer? Anticipate issues that will be brought up by the
employees and the responses that the company will provide. (Points : 30)

Bottom of Form

PROJ410 Final Exam Set 2

1. (TCO 1) A cost-plus-percentage-fee contract is a: _______. (Points : 5)

cost-reimbursable contract, the seller pays the buyer's actual costs, and a
percentage of the total project costs

cost-reimbursable contract, the seller pays the buyer's actual costs, and all of the
total project costs
 cost-reimbursable contract, the buyer pays the seller's actual costs, and a
percentage of the total project costs

cost-reimbursable contract, the seller pays the buyer's actual costs, and none of the
total project costs

2. (TCO 2) The difference between the project manager and contract administrator
is: ______.

(Points : 5)

the project manager is responsible for the project-related coordination, while the
contract manager is responsible for administering the contract

the contract administrator has the authority to make all contract-related decisions,
like approving a change order. The project manager does not have this level of
authority.

the project manager is responsible for the administering of the contract, while the
contract manager is responsible for project-related coordination.

the project manager has the authority to make all contract-related decisions, like
approving a change order. The contract administrator does not have this level of
authority.

3. (TCO 3) Which is a key component in the project procurement management

process? (Points : 5)

RFI Request for Issue

RFP Request for Proposal

RFB Request for Buy

RFC Request for Contract

4. (TCO 2) Senior management typically has different reasons for issuing the
directive to outsource than management responsible for the business process.
 Senior management typically decides to evaluate outsourcing because: ______.
(Points : 5)

there is a means to focus more resources on business process strategy

there is a means to focus less resources on business process strategy

there is an effort to decrease performance

there is an organization-wide directive to downsize or cut costs

5. (TCO ) When notifying third parties in a transition plan, who would not need to be
notified? (Points : 5)

Third-party vendors

Government or regulatory authorities

Customer's competitors

Customer's clients

6. (TCO ) In International contracts, which industry-specific question does not need

to be asked? (Points : 5)

Which countrys standards are used?

What regulatory authorities are called into question?

What regulations are specific to the business process operations?

 What notice requirements or approvals are needed before and after a contract
signing?

7. If a contract is seen through its full term, list two items that should be completed
as part of contract close-out? What is a close out manager? Why is deliverable
acceptance documents so important?

8. (TCO 8) What are the two ways to rank the seller's proposals before selecting a
seller? (Points : 12)

9. (TCO 6) Sometimes, a seller is selected based solely on lowest price. However,

sometimes this is not always the most efficient or effective way of selecting a seller.
What are some of the other evaluation criteria that a buyer may use to help select a
seller? (Points : 12)

10. What are some of the common techniques used for establishing service levels?

Page 2.

1. (TCO ) What is benchmarking? Please support your answer. Defend the cost of
benchmarking in an industry. (Points : 30)

2. (TCO ) What happens when there is a failure in an SLA? Use an example to

analyze a failure in an SLA and how important SLAs are to the buyer in a BPO
contract agreement. (Points : 30)

3. (TCO ) What are the elements of a Request for Proposal (RFP)? Please list and
discuss five of the elements. (Points : 10)
4. (TCO ) Part 1: Discuss the following types of contract pricing: (a) fixed price, (b)
cost-plus price, (c) time & materials, and (d) unit price. Part 2: Explain the
appropriate utilization of each contract pricing type and the impact of risk to the
contracting parties. Part 3: What type of contract pricing structure misaligns the
buyer's motivations with the seller's? (Points : 30)

5. (TCO ) List and describe five components of a BPO. Then summarize why each of
the items that you chose are important to the BPO process. (Points : 30)

6. What does the outsourcing of the HR function involve? What are pros and cons of
HR Outsourcing? What do you think are three critical considerations that you must
include in the implementation plan for this outsourcing transition?

PROJ410 Week 4 Mid Term Exam

1. (TCO 2) A firm should concentrate on its _____ processes while outsourcing its
_____ processes. (Points : 5)

overhead, core

core, non-core

non-core, overhead

non-core, core

2. (TCO 5) To assess the impact of a contract on both the buyer and seller, an
analysis of exposure can be completed. Categories analyzed in this exposure
analysis include all of the following except: ______. (Points : 5)

terms with no quantifiable impact

key contract terms

significant contract terms

informational terms from the RFP

3. (TCO 7) For most customers, requesting multiple bids is the preferred approach
because it: _______. (Points : 5)

adds to the project legitimacy

may lead to competitive pricing or service levels

enables the customer to use the possibility of other interested vendors as a

negotiating tool

all of the above

4. (TCO 6) The Term, Contracting Party, Integration, Retained Assets, and

Performance Standards are all: _______. (Points : 5)

key terms to the Contract Pricing Options

key terms in a Cost Proposal

key terms in a Request for Information

key terms in the BPO Agreement

5. (TCO 3) What activities is the contract administrator responsible for in a contract

situation? What about the project manager? (Points : 12)

6. (TCO 4) What is the difference between the Cost-Plus-Fixed Fee (CPFF) and the
Cost-Plus-Incentive Fee (CPIF) contract structures? (Points : 12)

7. (TCO 6) List three commonly used evaluation criteria listed in an RFP and explain
why a buyer would want this information before selecting a seller. (Points : 12)

8. (TCO 8) What is an independent estimate and why should a buyer produce an

independent estimate before selecting a seller? (Points : 12)
 9. (TCO 7) Describe the common sections of the RFP. (Points : 12)

Page 2

1. (TCO 2) Part 1: List and define the six phases of the project procurement
management process. Part 2: How could you organize a simple project such as
renovating a bathroom into the six steps in the project procurement management
process? Part 3: The buyer determines the contract pricing structure during which
step of the project procurement process? (Points : 30)

2. (TCO 1) Part 1: Discuss the following types of contract pricing: (a) fixed price, (b)
cost-plus price, (c) time & materials, and (d) unit price. Part 2: Explain the
appropriate utilization of each contract pricing type and the impact of risk to the
contracting parties. Part 3: What type of contract pricing structure misaligns the
buyer's motivations with the seller's? (Points : 30)

3. (TCO 3) Evaluate the most common business drivers for outsourcing business
processes. Which two drivers would be among the most important? (Points : 30)

4. (TCO 1) List and describe the directives to consider the process of outsourcing if
you are a senior manager. (Points : 30)

PROJ410 Week 3 Case Study 1 BPO and Cloud Computing

Top of Form

PROJ410 Case Study 1

 BPO and Cloud Computing(Due Week 3)

Bob Smith, CEO of Smiths Information Services, Inc., was studying the replacement
of the company's data center by an outside service. Smiths Information Services,
located in Lexington, Massachusetts, was in the midst of a corporate overhead
reduction program. As part of this program, Bob had been assigned the task of
reviewing opportunities in outside sourcing for data center services. He was
expecting a report on this issue at the next executive meeting in three days.

Smiths Information Services Cost Reduction Program

Smiths Information Services is a $2 billion firm with sales in consumer information.

It enjoyed high overall growth until fierce competition flattened sales and decreased
profits sharply two years ago. Since then, corporate cost and overhead reduction
efforts were widespread. The CIO was in charge of the data center and has been
investigating the possibility of a business process outsourcing project that would
move the data center to the cloud.

The data center at Smiths Information Services was created in the mid-1980s and
has grown very rapidly. Mainframes were installed first, followed by AS400s, and
then servers that were rack mounted. Disk storage, at one time, was at a premium,
but has since gone down in price. Cooling for the data center has gone up as more
and more servers and disks were installed. This cost, along with the electricity cost
to run all of the devices in the data center, has Bob Smith worried that the cost of
doing business is getting out of control.

Along with the rising hardware and software costs, the number of employees
needed to run this data center has grown considerably. The cost of running a data
center 24/7 is becoming rather large, and this is another issue that Bob Smith is
concerned about at the moment. The growth potential for the organization is very
positive, which means that more data will be stored, which will result in higher costs
in all areas of the data center unless cost savings are found.

Outside Services
The CIO has felt that this was coming sooner or later, and has already been quietly
investigating the idea already. There are many options from which to choose,
including: a local data center, a well-known data center, and a data center that is
located overseas. Each of these solutions has pros and cons, and one big issue is
the security of the data. Some of the other issues include service-level agreements
that have to be hammered out, HR issues that will deal with the local and remote
staff members, and other issues, such as informing or not informing the customer
that Smiths Information Services will be outsourcing the data somewhere.

Deadline

The CIOs job is to gather as much data as possible from outside sources, analyze
the data, and then come up with the best choice. The deadline will be the next
executive monthly meeting, which meets in two weeks.

Your Assignment:

Assume that you are CIO. Prepare the analysis requested from Bob and be prepared
to present it at the next executive monthly meeting.

Grading Rubric:

Points

Criteria

Correlation of the assessment with the TCOs outlined above and material covered
through Week 3.
 5

Compliance with format requirements outlined above.

20

Assessment of how each of the three (3) outsourcing alternatives impact your
business decision and also whether or not it might be helpful or detrimental to your
core business.

Assessment of any issues that may arise (both in the short-term and long-term) for
each outsourcing alternative.

Assessment of the type of contract chosen for each outsourcing alternative. Provide
a rationale for your choice.

Assessment of the evaluation criteria used to rank the proposals. Again, a rationale
for your choice needs to be included.

Strength of argument on the number of vendors selected to provide the services.

 10

Assessment/identification of the difference in timeline (if any) between the three

outsourcing alternatives.

Total: 60

PROJ410 Week 5 Case Study 2 Do it Yourself Outsourcing

PROJ410 Case Study 2

Do it Yourself Outsourcing You design the product or service that will be

outsourced

(Due Week 5)

This case study allows you to choose the business process that will be outsourced.
You must first decide on the company, and if you use a real one, please do not
reveal any names or trade secrets. This may also be a fictitious organization if you
choose to use one.

Your Assignment:

Prepare an executive summary document outlining the entire outsourcing /

contracting process for those business processes that you decide to outsource. Your
analysis must include the items below. An analysis on which business processes you
would outsource versus those that you would maintain in-house. You need to justify
your decision for each business process maintained in-house or outsourced (e.g.,
 accounting, editorial, photography, publishing, distribution, printing, layout,
advertising, editing, articles, etc.).

For those services that you intend to outsource: Establish the preliminary
performance targets / level of service that will be required from the selected
vendors; Establish the type of contract that you will use for each contract (i.e., fixed,
cost-plus, reimbursable, unit); Determine the evaluation criteria that you will use to
select the preferred vendor(s) (e.g., low price, best value, etc.) [Are there different
evaluation criteria for different business units? Why?]; Identify the number of
vendors that you will select to provide the services that will be outsourced (i.e., one
vendor for all services versus individual vendors with specific expertise in each of
the services to be outsourced); and Construct a timeline that summarizes the bid
activities and time duration for each contracting process (i.e., plan purchases and
acquisition through select sellers).

Grading Rubric:

Points

Criteria

Correlation of the assessment with the TCOs outlined above and material covered
through Week 5.

Compliance with format requirements outlined above.

25
 Assessment of which business processes you would outsource. Determine whether
it would be cost effective to outsource the business unit, and also, whether or not it
might be helpful or detrimental to your core business.

Assessment of any issues that may arise (both in the short-term and long-term) for
each outsourced business process.

Assessment of the type of contract chosen for each business unit outsourced.
Provide a rationale for your choice.

Assessment of the evaluation criteria used to rank the proposals. Again, a rationale
for your choice needs to be included.

Strength of argument on the number of vendors selected to provide the services.

15

Assessment of timeline for bid activities and time duration for each contracting
process.

Total: 70
 PROJ410 Week 7 Case Study 3 What are the Cost Savings when a company
outsources

PROJ410 Case Study 3

What are the Cost Savings when a company outsources?

(Due Week 7)

Background:

In this case study, please choose from one of the areas in an organization that may
be outsourced and prepare a cost savings report.

Finance and Accounting Investment and Asset Management Human Resources

Procurement Logistics Real estate management Miscellaneous (energy services,
customer service, mailroom, food processing)

Your Assignment:

Prepare an executive summary document that focuses on the cost savings of the
outsourcing / contracting process for the business process that you decide to
outsource. Your analysis must include the steps below. You need to JUSTIFY your
decision for the business process outsourced (e.g., accounting, editorial,
photography, publishing, distribution, printing, layout, advertising, editing, articles,
etc.); and
For the service that you intend to outsource: Establish the preliminary performance
targets / level of service that will be required from the selected vendors; Establish
the type of contract that you will use for each contract (i.e., fixed, cost-plus,
reimbursable, unit); Determine the evaluation criteria you will use to select the
preferred vendor(s) (e.g., low price, best value, etc.). [Are there different evaluation
criteria for different business units? Why?]; Identify the number of vendors that you
will select to provide the services to be outsourced (i.e., one vendor for all services
versus individual vendors with specific expertise in each of the services to be
outsourced); and Construct a timeline that summarizes the bid activities and time
duration for each contracting process (i.e., plan purchases and acquisition through
select sellers).

ALL FROM A FINANCIAL PERSPECTIVE!

Grading Rubric:

Points

Criteria

Correlation of the assessment with the TCOs outlined above and material covered
through Week 6.

Compliance with format requirements outlined above.

25
 Assessment of which business processes you would outsource. Determine whether
it would be cost effective to outsource the business unit, and also, whether or not it
might be helpful or detrimental to your core business.

Assessment of the preliminary performance targets/level of service you require from

each vendor. Point out anything unique about your performance targets/level of
service that may preclude some vendors from bidding.

Assessment of the type of contract chosen for each business unit outsourced.
Provide a rationale for your choice.

Assessment of the evaluation criteria used to rank the proposals. Again, a rationale
for your choice needs to be included.

Strength of argument on the number of vendors selected to provide the services.

15

Assessment of timeline for bid activities and time duration for each contracting
process.