Management of e-Discovery Procurement Project

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Assignment #1: e-Discovery Project Procurement Management2
Plan e-Discovery Procurements3
Conduct e-Discovery Procurements5
Administer e-Discovery Procurements6
Close e-Discovery Procurements8

Assignment #1: e-Discovery Project Procurement Management

Most projects of whichever size or significance cannot be completed using 100% in-sourced resources. But Project managers must still procure their project’s resources that are not obtained in-house, and that must be done through outsourcing. To that end, the project procurement process “tries to maximize the value derived from all funds invested in the project to obtain goods and services. This occurs by reducing the cost and using more effectively and efficiently whatever is obtained” (Rapp, 2011, pp. Kindle 2974-2975). Seasoned project managers know that the deceptively humdrum aspects of procurement can be a greater source of pain for a project’s quality, recovery schedule and budget if they are not given their due recognition and attention. New project managers need to realize that at the core of their success stands, among other things, great management of their project’s procurements and precise logistics, which is essential to success. Therefore, procurement success begins with planning procurements, conducting procurements, administering procurements and closing procurements. The procurement process “includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team” (PMI, 2011, pp. Kindle 5723-5724). This paper will discuss the procurement process that could have been applied to a law firm matter for which e-Discovery services had to be outsourced. According to the EDRM (2013)E-Discovery is the management of electronically stored information (ESI) to mitigate risk and expenses during the discovery phase of a matter and though it is not always a full blown legal case , it could evolve into that. The law firm had a client who had a desire to review for relevance hundreds of thousands of documents on a hard drive which held a collection of data from client servers. As project manager of the e-Discovery part of this matter, I was tasked with managing that procurement from inception to closure and the inter-organizational relationships thereof. Plan e-Discovery Procurements

For the procurement inputs, we must first document any and all decisions and legal requirements that the appropriate stakeholders or legal entities have made regarding the outsourcing of materials, services, and results expected and acceptable in a legal matter. In an e-Discovery project, this would require the use of and input from the following according to the PMBOK Guide (2011): Scope Baseline

Requirements Documentation
Teaming agreements
Risk register
Risk related contract decisions
Activity resource requirements
Project schedule
Activity cost estimate
Cost performance baseline
Enterprise Environmental Factors

Thus, the circumstances and technical reasons that preclude us from in-house e-Discovery can be determined utilizing make-or buy analysis and expert judgment. We would show what we need in order to execute outsourced e-Discovery, and the boundaries within which we must control an outsourced deliverable by using the scope baseline, WBS including jargon definitions for lay stakeholders. Also, the PM would document the level of service that is required to achieve the client’s goals with relation to the legal matter and apply planned value, earned value and actual cost analyses for estimates. Next, all contracts between the firm, the client, the e-Discovery seller and any other parties including the contract types - whether fixed-price, cost-reimbursable, time & material, or some hybrid should be codified. If this is a matter where the government is represented, it is likely that an agreement would disqualify...
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