Procurement for Projects? …or Business as Usual?

In a recent exchange on Twitter, I was asked if I had any writing on procurement in the context of projects, as there is very little coverage about this topic for Project Managers.

Is procurement for projects different from other procurement?

There are opposing arguments, on the one hand that procurement for projects is very different from other procurement, on the other hand, that the ideal approaches to procurement are very similar whether for projects or not, and that the approaches become different only as one makes compromises. Such compromises would arise as a consequence of differences in objectives for projects and ‘business as usual’ (BAU), and from constraints in the capability of the procurement resource. Compromises may also be forced by late involvement of appropriate procurement expertise. Continue reading

How to Determine Purchasing Organisation: Purchasing Activity Analysis

Judging by the limited references in the literature on purchasing practice and purchasing organisation, it would seem that purchasing activity analysis is a much underrated tool.

Why is activity analysis an important tool in determining purchasing organisation and establishing good practice? Continue reading

The Role of Procurement: Cost Saving or Adding Value?


Where does cost saving sit in your Procurement’s scheme of things?

In a recent series of articles I have been examining the reasons why procurement cost-saving initiatives frequently fail to meet expectations, particularly in term of delivering measurable improvements in business profitability. There is undoubtedly a bigger question: where does cost saving sit in Procurement’s scheme of things? Continue reading

Change Management: 7 Essential Elements of Stakeholder Engagement

Stakeholder engagement is a critical factor in the success of business change, especially business transformations, which may require significant cultural change. Business transformation typically involves people, process and systems changes which need to be delivered in order to produce a step change within the business. The design of effective processes and application of appropriate technology is not enough to ensure success. Insufficient acceptance and adoption of the new processes, arising from inadequate engagement of stakeholders, is a common cause of transformation failures. Continue reading