ICT Project Management and Procurement
ICT Project Management and Procurement tests planning, control and buying technology lawfully. Expect scope, schedule, risk, contract and evaluation questions set in the Sri Lankan public sector.
Core rules
- A project has a temporary unique product, a business case, stakeholders, scope, WBS, schedule, budget and risks. The critical path is the longest dependent path; delay there delays the project.
- Procurement follows the prevailing national Procurement Guidelines and the National Procurement Commission's oversight; use e-GP where required.
- Evaluate responsiveness first: mandatory requirements, technical compliance and financial capacity. Then compare evaluated cost, not just headline price.
- Contract management covers deliverables, acceptance, payment, warranties, variations and exit.
Worked example
Three bids arrive for a network upgrade. Bid A is lowest but lacks a mandatory licence; Bid B meets all requirements at a higher price; Bid C is cheapest but proposes an unsupported model. Reasoning: reject A and C as non-responsive before financial comparison; evaluate B on total cost of ownership, support and delivery. Award only after due process. Lowest price is not lowest evaluated cost.
Traps
Do not start work before a contract or purchase order; do not approve scope changes without change control; do not confuse gold plating with quality; and do not disclose confidential bid information. Document evaluation reasons.