Skip to main navigation
Skip to main content

 

The Procurement Process

1 Project start-up

Project Start-Up
0 Procurement Principals 1 Project start-up 2 Risk Allocation Model 3 Business Case 4 Procurement Strategy 5 Market Assessment 6 Market Creation 7 Produce Requirement 8 Supplier Selection 9 Proposal Evaluation 10 Contract Preparation 11 Bid Evaluation 12 Award 13 Project Closure 14 Implementation / Transition 15 Contract Management
Back Next

Related links

Global related sites

 

You are on step 11 of 14 steps.

Click for slide: Obtain commitment from the business Click for slide: Define critical success factors Click for slide: Adopt processes for project management Click for slide: Check staff skills and experience Click for slide: Determine governance arrangements Click for slide: Define the project scope Click for slide: Determine the project approach Click for slide: Plan for management of risk Click for slide: Identify the dependencies with other projects Click for slide: Determine whether procurement is required Click for slide: Define the project organisation Click for slide: Produce a project plan Click for slide: Revisit scope Click for slide: Define reporting arrangements
Previous step Next slide

What you need to do

Define appropriate organisation structure and appoint individuals to the roles, including the day to day running of the project and the Project Board if required.

Define an appropriate organisation structure for the project and appoint individuals to the roles. Ensure that individuals are empowered to make decisions appropriate to their role and that this, together with delegations and responsibilities are documented, clearly understood and do not overlap, especially where roles are combined.

Appoint role/s for the day-to-day management of the project. For small or straightforward projects there could be a single role combining the interfaces with the SRO and with the project team (Project Sponsor combined with Project Manager). For major projects there will typically be separate roles for:

  • client-side activities to manage the business requirements, providing the interface between the SRO and the external project manager and team (Project Sponsor)
  • supplier-side activities, with a project manager leading and managing the project team (Project Manager)
  • For procurement or other specialist projects you may need to consider appointing specifically skilled advisors to address temporary skill shortages

Points to consider

Roles can be combined, particularly for smaller, less complex projects - e.g. Project Sponsor/Director and Project Manager; Project Manager and Team Manager; however, note that the investment decision maker and project manager roles must never be combined.

For construction projects, see the Achieving Excellence Guide No. 2: Project Organisation: Roles and responsibilities

See also the Toolkit Role definitions and the project management briefing.

Print this page


OGC Gateway management reviews identify risks to programmes and projects and ensure that you deliver them on time and on budget. Government Relocation and Asset Management - streamlining the civil service and improving management of the civil estate. Centres of Excellence in programme and project delivery through your departments, agencies and non departmental public bodies. Programme & Project Management (PPM) Specialism helping developing careers. Key OGC products in the programme and project delivery chain include ITIL, PRINCE2, M_o_R and MSP.

Procurement policy supporting the implementation of European Union directives. Commodities, construction and facilities management procurement. Sustainable procurement. Efficiency Programme, eProcurement and eAuctions, improving supplier relationss and developing Best Practice, OGC works with the public sector to achieve efficiency, value for money and successful delivery of government projects. Expert advice, knowledge sharing by providing specialists, either as consultants or interim managers for your programme and project management.