8

I can think of only one reason why you would inform and alter the schedule of one supplier when another is late: dependency, in which case you would have integrated the schedules and everyone involved will see the variances and impacts accordingly. All projects produce variances. A variance free schedule is a fake one. I cannot imagine trying to ...


5

"The many are smarter than the few" is a mantra I've taught to my agile teams for years. There is even a book, The Wisdom of the Crowd, founded on this very concept. I would promote full transparency for the very reason that by doing so you tap into the greater whole. One person can't see all the moving pieces and all the relationships. By sharing with all ...


3

You seem to be decoupling the concept with an incomplete SOW with an FFP-type contract as if sellers levy claims for one or the other in an exclusive way. An FFP-type contract, itself, does not cause an increase in claims. The claims are secondary to many other issues--an incomplete SOW being only one of them--where an FFP-type contract can exacerbate the ...


2

Primarily it depends upon how mature your suppliers are. If your suppliers are mature, then can trust them to see the whole picture and deal with the delays in a way that is best for them and all concerned. If they are not mature, then they may be tempted to simply use up any new time, or use it to mask their own issues that they have not yet informed you ...


2

The primary difference between an incentive fee and an award fee is one of the ability to measure objectively against criteria. An incentive fee is used where one can objectively measure; an award fee is when the application of an additional fee is based on a subjective assessment. https://acqnotes.com/acqnote/careerfields/award-fee-contracts


2

It's a matter of how the vendor and the client negotiate the contract. Most commonly though, payments are made as work proceeds (monthly, quarterly, more frequently or less, etc) or at specific intervals (like agreed upon milestones, etc). It's a fixed-price contract, so both parties know upfront what needs to be payed, but vendors usually prefer to have ...


2

Inflation affects everything in the economy. Unless you are building software with volunteers and using donated equipment, software production will also be affected by inflation. You need to pay salaries for example and people get raises. The raise might be a raise for individual performance or new responsibilities, or the raise might span across all ...


2

A fixed price contract usually means that payment is tied to a successful outcome and therefore it sets up some expectation of service (perhaps a very complex expectation) which, if not met, means that the customer may not want to pay at all. Other types of contract usually involve staged or periodic payments. If the customer is dissatisfied they can walk ...


1

Sellers are neither nasty nor nice; both sides are negotiating for their own advantage. Fixed price transfers all the risk from the buyer to the seller. When a contractor bids a fixed price job, it has to make a series of assumptions about what its direct costs to complete the job will be, what portion of its fixed and variable indirect expenses should be ...


1

Regarding to the PMBOK-Guide, QA has to plan, manage and controll quality throughout the project. So QA will have to identify all standards and requirements and plan how they can be met. This can only be successful when it happens hand in glove with the other teams. Same goes with quality management while the project is worked on. QA has to make sure that ...


1

Combine procurement and implementation as a single project You don't need a detailed analysis. A project is not a project unless it delivers an ROI. Procurement just incurs a cost. Only when it is implemented, you will start to earn the return. However, here are some additional points to justify why this is the right approach: Some of the implementation ...


1

Ultimately, you need to do what is going to give your project the best chance of success. While notifying other suppliers that the baseline has moved may help them run their business more smoothly, consider: It increases risk by complicating the situation. Your other suppliers now have a change to their deadline, that can lead to new risks that wouldn't ...


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