Skip to content
PMPCAPM

Plan Procurement Management

Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.

Share:

Explanation

Plan Procurement Management is performed early in the project to determine whether goods or services need to be acquired from outside the project team, and if so, what to acquire, how to acquire it, and when. The process produces the procurement management plan along with procurement statements of work, bid documents, and source selection criteria.

Inputs include the project charter, business documents, the project management plan (especially scope and schedule baselines), project documents such as the requirements documentation, and enterprise environmental factors like marketplace conditions. Tools and techniques include expert judgment, data gathering (market research), data analysis (make-or-buy analysis), and meetings with potential bidders or internal stakeholders.

The outputs guide all subsequent procurement activities. A well-executed Plan Procurement Management process reduces risk by clarifying contract types, evaluation criteria, and the overall procurement strategy before any commitments are made.

Key Points

  • Determines what to procure, how, and when
  • Produces the procurement management plan and supporting documents
  • Uses make-or-buy analysis as a key technique
  • Performed in the Planning process group under Project Cost/Scope considerations

Exam Tip

Remember that Plan Procurement Management is the only procurement process in the Planning process group. All procurement decisions and contract types should be determined here, not during execution.

Frequently Asked Questions

Related Topics

High-yield topics our learners drill most before exam day.

Burndown Chart

A Burndown Chart is a graphical representation of work remaining versus time in a Sprint or release, showing whether the team is on track to complete the planned work.

Resource Leveling

Resource leveling is a resource optimization technique in which adjustments are made to the project schedule to keep resource usage at or below a defined limit, often resulting in a longer project duration.

Risk Register

The risk register is a project document that records the details of individual project risks, including their identification, analysis results, response plans, and current status.

Stakeholder Mapping

Stakeholder mapping is the visual representation of stakeholder relationships, influence, interest, or other attributes using grids, matrices, or diagrams to support analysis and engagement planning.

Relative Estimation

Relative Estimation is an agile technique where work items are sized in comparison to each other rather than in absolute units like hours or days, providing faster and more accurate estimates.

Cost Performance Index (CPI)

Cost Performance Index (CPI) is an EVM efficiency metric that measures cost performance as the ratio of earned value to actual cost: CPI = EV / AC.

Schedule Performance Index (SPI)

Schedule Performance Index (SPI) is an EVM efficiency metric that measures schedule performance as the ratio of earned value to planned value: SPI = EV / PV.

Earned Value Management (EVM)

Earned Value Management (EVM) is a methodology that integrates scope, schedule, and cost data to assess project performance and progress objectively.

Power/Influence Grid

The power/influence grid is a stakeholder classification model that groups stakeholders based on their level of authority (power) and their active involvement or ability to affect the project (influence).

Part of

Procurement Management

Study full domain →

Test your knowledge

Practice scenario-based questions on this topic with detailed explanations.