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It is written in Head First PMP that the T-M contracts are the greatest risk to buyer… The time and equipment contract (T-M) is the riskiest for the buyer, because if the cost of the project is much higher than the initial estimates, the buyer must swallow them while the seller is paid for the time worked. For small, highly uncertain activities, the contractor can calculate an hourly rate of work plus the cost of the equipment, plus a percentage of the total cost. This type of contract is called time and materials (T-M). Time is usually allocated on an hourly basis and the contractor usually transmits working time tables and entries for items purchased in the project. The project reimburses the contractor for the costs of the equipment on the basis of an agreed rate and the actual cost of the equipment. The fee is usually a percentage of the total cost. The types of work are usually defined by way, payment is made and details of other specific conditions, such as duration, quality, specifications and some other items. These large types of contracts can have many variations and can be adapted to the specific requirements of the product or project.

They can commit to any purchase contract with the contractor who can trigger the production of the project charter, just as the project has a field of work that defines what is included in the project and the work outside the project, suppliers and suppliers have a volume of work that defines what they produce or provide to the company. (Partners generally share the scope of the project and may not have a separate workspace.) Often, changes occur in the project, which requires changes in the scope of the contractor. The way in which these changes are managed over the life of the project is generally documented in the contract. Early registration of these changes, documentation of what has changed and the impact of the amendment on the contract, and the development of a series of changes (contract modification) are important to maintain project progress. Conflicts between team members are common when changes are not documented or when the team is unable to agree on the change. The development and implementation of an effective change management process for major contractors and suppliers will minimize this conflict and its potential negative effects on the project. The project`s market plan supports the project`s procurement approach.