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The Bidding Process in Public Private Partnership (PPP) Projects
- by Sumit Barua, PMP
In Public Private Partnership (PPP) projects, one of the most important activities in the project development cycle is the selection of a private partner with the requisite technical and financial capability. The author explains why best bidding practices should emphasize quantitative criteria, with examples that illustrate evaluation methodology and required documentation to receive the best “value for the money.”
Optimizing Project Costs While Maintaining Scope
- by Josephine Rando, PMP
Often, if the planned costs do not meet project budget, the project manager will change the scope or finish date of the project to meet the budget constraints. Occasionally, however, it is possible for the project manager and the project team to develop creative means by which to adhere to the budget and still meet the project timeline and implement the original scope. This article is based on an actual project from a Fortune 500 company that was launched successfully in 2009. The project underwent major budget reductions while its original scope and time schedule were preserved. This article describes a broad set of project management activities that the project team managed throughout the project life cycle while reducing overall project costs and maintaining the integrity of the project.
The Cost of Waste
- by Tiffany DeBolt, PMP
In these tough economic times, companies are rushing to cut operating expenses at a record pace. Unfortunately, many organizations are ignoring the golden opportunity to be found by simplifying costly operational processes that create financial waste.
Project Cost Control
- by Sam Anderson, PMP
You are reasonably satisfied with the result of your project-to the best of your knowledge, it is achieving what it was intended to do, within planned schedule and cost goals. You have diligently kept track of your requisitions, and your project cost spreadsheet is updated and current. However, at this point, you receive a call from the accounting group saying that you are radically over budget. In all probability, you are working in a "non-projecticized" environment. In this type of environment, the systems and culture often do not adequately support project cost control. What do you do?