Managing Contracts
CHAPTER
Software Project Management Slide# 1
Managing Contracts
CHAPTER
Objectives
• Follow the stages needed to acquire software from an external
supplier;
• Distinguish the different types of contract;
• Outline the contents of a contract for goods and services;
• Plan the evaluation of a proposal or product;
• Administer a contract from its signing until the final acceptance of
project completion.
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Managing Contracts
10.1 Introduction
• The buying in of both goods and services, rather than ‘doing it
yourself’, is attractive when money is available but other, less
flexible, types of resource, especially staff time, are in short
supply.
• Although the original motivation for contracting out might have
been to reduce management effort, it is essential that customer
organizations find time to make clear that exact requirements at
the beginning of the planned work, and also to ensure that the
goods and services that result are in fact what are actually
required.
• It need hardly be said that potential suppliers are more likely to
be flexible and accommodating before any contract has been
signed that they will be afterwards.
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Managing Contracts
10.2 ISO12207 Standard
The ISO 12207 standard identifies five major processes relating to
software :
Acquisition;
Supply;
Operation;
Maintenance;
Development.
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10.2 ISO12207 Standard
Acquirer Supplier
Initiation
Preparation of
request for proposal Initiation
Contract Preparation of
preparation response
Contract
Planning
Supplier
monitoring
Execution
Acceptance Delivery and
and completion Completion
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Managing Contracts
10.2 Acquisition Process
Initiation
Initiation
Preparation of
Request for proposal
request for proposal
Contract
preparation Contract preparation and
update
Monitor supplier
Accept completed contract
Supplier
monitoring
Acceptance
and completion
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10.3 The Supply Process
Initiation
Initiation
Preparation of
response
Preparation of a response
Contract
Contract
Planning
Execution and control
Planning
Execution Review and evaluation
Delivery and
Completion
Delivery and completion
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Managing Contracts
10.4 Types of contract
The contract could be placed for the supply of a completed software
application. This could be:
Bespoke system
Off-the-shelf
Customize off-the-shelf (COTS)
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Managing Contracts
10.4 Types of contract
The another way of classifying contracts is by the way that the
payment to suppliers is calculated. We will look at:
• Fixed price contracts;
• Time and materials contracts;
• Fixed price per delivered unit contracts.
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10.4 Types of contract
Fixed price contracts
A price is fixed when the contract is signed. The customer knows that,
if there are no changes in the contract terms, this is the price to be
paid on the completion of the work.
Advantage: • Known customer expenditure
• Supplier motivation
Disadvantage: • Higher prices to allow for contingency
• Difficulties in modifying requirements
• Upward pressure on the cost of changes
• Threat to system quality
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10.4 Types of contract
Time and materials constracts
The customer is charged at a fixed rate per unit of effort (staff-hour).
At the start project, the supplier normally provides an estimate of the
overall cost based on their current understanding of the customer’s
requirements, but it is not basis for the final payment.
Advantage: • Ease of changing requirements
• Lack of price pressure
Disadvantage: • Customer liability
• Lack of incentives for supplier
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10.4 Types of contract
Fixed price per unit delivered contracts
This is often associated with function point (FP) counting. The size of
the system to be delivered is calculated or estimated at the outset of
the project.
A schedule of charges per function point
Function Point (FP) Design cost per FP Implement cost per FP Total cost per FP
Up to 2000 $242 $725 $967
2001-2500 $255 $764 $1,019
2501-3000 $265 $793 $1,058
3001-3500 $274 $820 $1,094
3501-4000 $284 $850 $1,134
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10.4 Types of contract
Fixed price per unit delivered contracts
Advantage: • Customer understanding
• Comparability
• Emerging functionality
• Supplier efficiency
• Life-cycle range
Disadvantage: • Difficulties with software size measurement
• Changing requirements
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10.4 Types of contract
To reduce the last difficulty, one suggestion from Australia has been to
vary the charge depending on the point at which they have been
requested.
Additional charges for changed functionality
Pre-acceptance Post-acceptance
testing handover testing handover
Additional FPs 100% 100%
Changed FPs 130% 150%
Deleted FPs 25% 50%
Example: Users ask for change to some functions in system accounting to 500 FPs and
some new functions which amount to 200 additional FPs. The cost of FP is $600. Calculate
the additional charge.
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10.4 Types of contract
The another way of categorizing contracts is according to the
approach that is used in contractor selection:
• Open tendering process;
• Restricted tendering process;
• Negotiated procedure.
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Managing Contracts
10.4 Types of contract
Open tendering process
• Any supplier can bid to supply the goods and
services;
• Invitation to tender;
• The major project where there are lots of bids and
the evaluation process is time-consuming, this can
be an expensive way of doing things.
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10.4 Types of contract
Restricted tendering process
• There are bids only from suppliers who have been
invited by the customer.
• The customer may at any point reduce the number of
potential suppliers being considered.
• It is without risk where the resulting contract is at a
fixed price, the customer assumes responsibility for the
correctness and completeness of the requirements
specified to the prospective suppliers.
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Managing Contracts
10.4 Types of contract
Negotiated procedure
• Some good reasons why the restricted tendering
process might not be the most suitable in some
particular sets of circumstances.
• As the original supplier has staff who have complete
familiarity with the existing system, it might once
again be inconvenient to approach other potential
suppliers via a full tendering process.
• An approach to a single supplier might be justified.
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10.5 Stages in contract placement
Requirements Analysis
• It is useful to bring in an external consultant to draw up a
requirements document.
• The requirement document might typically have sections with the
headings (Table 10.3). This requirement document is sometimes
called an operational requirement or OR.
Sections name:
1. Introduction
2. A description of any existing systems and the current environment
3. The customer’s future strategy or plan
4. System requirements – mandatory, desirable
5. Deadlines
6. Additional information required from potential suppliers
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Managing Contracts
10.5 Stages in contract placement
Requirements Analysis
Each requirement needs to be identified as being either mandatory
or desirable:
• Mandatory : if a proposal does not meet this requirement, the
proposal is to be immediately rejected. No further evaluation
would be required.
• Desirable : a proposal might be deficient in this project, but other
features of the proposal could compensate for it.
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Managing Contracts
10.5 Stages in contract placement
Evaluation plan
• We now need to draw up a plan of how the proposals that are
submitted are to be evaluated.
• First, a means of checking that all the mandatory requirements
have been met needs to be identified. The next consideration is
of how the desirable requirement can be evaluated.
See exercise 10.5
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Managing Contracts
10.5 Stages in contract placement
Exercise 10.5
One desirable feature sought in the Brightmouth college payroll is the ability to raise staff to the
next point in their salary scale automatically at the beginning of each payroll year. At present,
the new scale points have to be input clerically and then be checked carefully. This takes
about 20 hours of staff effort each year, which can be costed at $20 an hour.
• System X has this feature, but system Y does not.
• System X also has a feature which can automatically produce bar charts showing payroll
expenditure per department. Such a report currently has to be produced twice a year by
hand and on each occasion takes about 12 hours effort to complete.
• With system Y, changes to department names can be carried out without any coding effort,
whereas in the case of system X, the supplier would charge a minimum of $300 to do
this.The college authorities estimate that there is 50% chance that this could occur during
the expected 4-year lifetime of the system.
• System X costs $500 more than system Y.
On the basis of this information which system appears to give better value for
money?
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10.5 Stages in contract placement
Invitation to tender
• It is now possible to issue the invitation to tender to prospective
suppliers.
• A deadline will be specified and it is hoped that by then a number
of proposals with price quotations will have been received.
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Managing Contracts
10.5 Stages in contract placement
Evaluation of proposals
• This reduces risks of requirements being missed and ensures that
all proposals are treated consistently.
• A risk that a proposal might be unfairly favoured because of the
presence of a feature that was not requested in the original
requirement.
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Managing Contracts
10.5 Stages in contract placement
Evaluation of proposals
The process of evaluation may include:
• Scrutiny of the proposal documents
• Interviewing suppliers’ representatives
• Demonstrations
• Site visits
• Practical tests.
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Managing Contracts
10.6 Typical terms of a contract
• Definitions
• Form of agreement
• Goods and services to be supplied
• Equipment and software to be supplied
• Service to be provided
− Training
− Documentation
− Installation
− Conversion of existing files
− Maintenance agreements
− Transitional insurance arrangements.
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Managing Contracts
10.6 Typical terms of a contract
• Ownership of the software
• Environment
• Customer commitments
• Acceptance procedures
• Standards
• Project and quality management
• Timetable
• Price and payment method
• Miscellaneous legal requirements.
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Managing Contracts
10.7 Contract management
• We now need to consider the communication between the
supplier and the customer while the work contracted for is being
carried out.
• Decision point – the customer needs to examine work already
done and make decisions about the future direction of the
project.
• When contract is being negotiated, certain key points in the
project can be identified where customer approval is needed
before the project can proceed.
• For each decision point, the deliverables to be presented by the
suppliers, the decisions to be made by the customer and the
output from the decision point all need to be defined.
• As the system is developed a need to change certain of the
requirements often emerges. As noted earlier, essentially, this is
varying the terms of the contract.
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Managing Contracts
10.8 Acceptance
• When work has been completed, the customer needs to take
action to carry out acceptance testing. The contract might put a
time limit on how long acceptance testing can take, so the
customer must be organized to carry out this testing before the
time limit for requesting corrections expires.
• Part or all of the payment to the supplier will depend on this
acceptance testing.
• The supplier might suggest a very short warranty period of say
30 days. It is in the customer’s interests to negotiate a more
realistic period of say at least 120 days.
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Managing Contracts
10.9 Reference
ข้อกําหนดขอบเขตของงาน
1. วัตถุประสงค์
2. คุณสมบัตท
ิ ัวไปของพัสดุ
3. กําหนดระยะเวลาการสง่ มอบ
4. อัตราค่าปรับ
5. การรับประกันความชาํ รุดบกพร่อง
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Managing Contracts
10.9 Reference
เงือนไขการเสนอราคา
1. คุณสมบัตข
ิ องผู ้เสนอราคา
2. ข ้อปฏิบต
ั ใิ นการเสนอราคา
3. เอกสารหลักฐานประกอบการเสนอราคา
4. การยืนซองเสนอราคา
5. กําหนดระยะเวลายืนราคา
6. ขันตอนการเปิ ดซองเสนอราคา
7. ิ ธิในการพิจารณาการเสนอราคา
หลักเกณฑ์และสท
8. ิ ธิ
ข ้อสงวนสท
9. ั อ
การรับใบสงซ ื (Purchase Order) แจ ้งผลรับใบสงซ
ั อื
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Managing Contracts
10.9 Summary
Some of the key points in this chapter have been:
Successful contracting out of work requires considerable amounts of
management time
It is easier to gain concessions from a supplier before a contract is
signed than afterwards
Alternative proposals need to be evaluated as far as possible by
comparing costs over the whole lifetime of the system rather than
just the acquisition costs
A contract will place obligations on the customer as well as the
supplier
Contract negotiation should include reaching agreement on the
management of the supplier-customer relationship during the
execution of the project
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