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Chapter 12. PROJECT PROCUREMENT MANAGEMENT > Conduct Procurements - Pg. 328

12 CHAPTER 12 - PROJECT PROCUREMENT MANAGEMENT · Warranty. What does the seller propose to warrant for the final product, and through what time period? · Financial capacity. Does the seller have, or can the seller reasonably be expected to obtain, the necessary financial resources? · Production capacity and interest. Does the seller have the capacity and interest to meet potential future requirements? · Business size and type. Does the seller's enterprise meet a specific category of business such as small, women-owned, or disadvantaged small business, as defined by the buyer or established by governmental agency and set forth as a condition of the contract award? · Past performance of sellers. What has been the past experience with selected sellers? · References. Can the seller provide references from prior customers verifying the seller's work experience and compliance with contractual requirements? · Intellectual property rights. Does the seller assert intellectual property rights in the work processes or services they will use or in the products they will produce for the project? · Proprietary rights. Does the seller assert proprietary rights in the work processes or services they will use or in the products they will produce for the project? .6 Change Requests Change requests (Section to the project management plan, its subsidiary plans and other components may result from the Plan Procurements process. Change requests are processed for review and disposition through the Perform Integrated Change Control process (Section 4.5). 12.2 Conduct Procurements Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract (see Figures 12-4 and 12-5). In this process, the team will receive bids or proposals and will apply previously defined selection criteria to select one or more sellers who are qualified to perform the work and acceptable as a seller. On major procurement items, the overall process of requesting responses from sellers and evaluating those responses can be repeated. A short list of qualified sellers can be established based on a preliminary proposal. A more detailed evaluation can then be conducted based on a more specific and comprehensive requirements document requested from the sellers on the short list. In addition, tools and techniques described here can be used alone or in combination to select sellers. For example, a weighting system can be used to: ©2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) -- Fourth Edition 328