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DEVRY PROJ 410 Week 1 DQ 2 .pdf

Original filename: DEVRY PROJ 410 Week 1 DQ 2.pdf
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DEVRY PROJ 410 Week 1 DQ 2

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A project manager and a contract manager are both needed to administer a procured
project or process. If you were the project manager, how would you work with a
contract manager to ensure a successful procurement? In answering this question,
consider such issues as, at what point you would want to get the contract manager
involved in the project, what areas of the contract you would want to be his or her
responsibility, how much and what types of communication you would want the
seller (i.e., the contracted firm) to have with the contract manager, and who would
handle conflicts that might arise with costs, schedules, or scope. Please remember to
answer all components of the question.
What are the differences between the project manager and contract manager?
What knowledge should a project manager have and what knowledge should a
contract manager have to perform the jobs?

What do you think about hiring a project manager (PM)?
What steps might you take to find the right contractor and project manager?
Price used to be the main object, now we want a "buy best value" concept where
price is just one factor. We also look at past performance, management, etc. What
examples do you have about the way you contract your work?
What are the six steps you would take in the project procurement management?
In this era of cost containment and reduced budgets, we have seen a movement
towards awarding projects based on lowest cost as opposed to best value. And many
times it goes without saying - "you get what you pay for." What can the contract
manager do to make sure he/she is fiscally responsible without falling into this trap?
What about the project manager?
Do you think that the cost associated with project planning is a key reason why firms
do not undertake the important element of project and contract management? Or, do
you feel it's just that project planning is a new part of business/operations planning
and management is not totally familiar with?
One way to stay on "overhead" is to have the project manager play both the PM role
as well as the role of the contract manager. What are some of the potential problems
with this scenario? Does size or complexity of the contract matter?

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