George Kinyua Public procurement law regulates the purchasing by public entities of goods, works or services. Its aim is to open up supply of goods and services in the public sector to competition, primarily to guarantee quality of supplies. Under the Act, open competitive tendering is the preferred and default procurement method for public entities.
Tweet An IT procurement process, formal or informal, exists in every organization that acquires information technology.
As users of information Alternative methods of procurement increasingly find themselves in roles as customers of multiple technology vendors, this IT procurement process assumes greater management significance.
In addition to hardware, operating system software, and telecommunications equipment and services - information resources traditionally acquired in the marketplace - organizations now turn to outside providers for many components of their application systems, application development and integration, and a broad variety of system management services.
Yet despite this trend, there has to date been little, if any, research investigating the IT procurement process. Specifically, the IT Procurement Process Framework was developed by a member subgroup comprised of senior IT procurement executives from large North American companies.
The task of developing the framework took place over the course of several meetings and lasted approximately one year. A modified nominal group process was used, in which individual members independently developed frameworks that described the IT procurement process as they understood it.
In a series of several work sessions, these individual models were synthesized and combined to produce the six-process framework presented below. Once the six major procurement processes had been identified, a modified nominal group process was once again followed to elicit the sub-processes to be included under each major process.
Finally, a nominal group process was once again used to elicit a set of key issues, which the group felt presented managerial challenges in each of the six processes.
The key issues were conceived of as the critical questions that must be successfully addressed to effectively manage each process. Thus, they represent the most important issues faced by those executives responsible for the management of the IT procurement function.
The process framework and key issues were reviewed by the Working Group approximately one year later summerand modifications to definitions, sub-processes, and key issues were made at that time.
The key issue content analysis described below was conducted following a Working Group review in early Exhibit 1 illustrates six major processes in IT procurement activities: Each of these major processes consists of a number of sub-processes. The Appendix at the end of this chapter lists the sub-processes included in each of the major processes, as well as the key issues identified by the Working Group.
Major Processes in IT Procurement. Deployment Processes Deployment processes consist of activities that are performed to a greater or lesser extent each time an IT product or service is acquired.
Each individual procurement can be thought of in terms of a life cycle that begins with requirements determination, proceeds through activities involved in the actual acquisition of a product or service, and is completed as the terms specified in the contract are fulfilled.
Each IT product or service that is acquired has its own individual iteration of this deployment life cycle. Requirements determination is the process of determining the business justification, requirements, specifications and approvals to proceed with the procurement process.
It includes sub-processes such as organizing project teams, using cost-benefit or other analytic techniques to justify investments, defining alternatives, assessing relative risks and benefits defining specifications, and obtaining necessary approvals to proceed with the procurement process. Acquisition is the process of evaluating and selecting appropriate suppliers and completing procurement arrangements for the required products and services.
It includes identification of sourcing alternatives, generating communications such as RFPs and RFQ to suppliers, evaluating supplier proposals, and negotiating contracts with suppliers.
Contract fulfillment is the process of managing and coordinating all activities involved in fulfilling contract requirements.
It includes expediting of orders, acceptance of products or services, installation of systems, contract administration, management of post-installation services such as warranty and maintenance, and disposal of obsolete assets. Management Processes Management processes consist of those activities involved in the overall governance of IT procurement.Purchasing categories, threshold amounts.
— The following purchasing categories are hereby created. SUBARTICLE 1 Committees and Management SECTION Centralization of materials management authority. All rights, powers, duties, and authority relating to the procurement of supplies, services, and information technology and to the management, control, warehousing, sale and disposal of supplies, construction, information .
Formal solicitations include procurement purchases of goods or services estimated to cost more than $, JEA purchases are made through a . The World Bank Group works in every major area of development. We provide a wide array of financial products and technical assistance, and we help countries share and apply innovative knowledge and solutions to the challenges they face.
An IT procurement process, formal or informal, exists in every organization that acquires information technology.
As users of information systems increasingly find themselves in roles as customers of multiple technology vendors, this IT procurement process assumes greater management significance.
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