Hello assignment is given with all template

Hello assignment is given with all template


Task 1 – Strategic Procurement Plan Instructions to Learners: · This summative assessment can be completed in class or at any other convenient location. · Students are required to complete this task using digital tools and ensure to submit in an acceptable format, e.g. .docx, .pdf, .pptx, or as advised by your assessor. · Please use the following formatting guidelines to complete this assessment task: · Font Size: 12; Line Spacing: Double; Font Style: Times New Roman · Assessment activities can be completed either in real workplace environment or in a simulated environment such as your classroom. In both cases, appropriate evidence of the assessment activities must be provided. Instruction to Assessors: · You must assess student’s assessment according to the provided Marking Criteria. · You must complete and record any evidence related to assessment activities including role-plays and presentations using appropriate forms which must be attached with student assessment submission. · You must provide students with detailed feedback within 10 working days from submission. This assessment task requires you to formulate an organisation’s strategic procurement goals and act to gain support for strategic procurement directions. Further, it requires ensuring that the organisation’s strategic procurement direction is aligned with that of the government. You are required to produce a Procurement Strategy; the attached template may be used as a starting point. Note: You should append a Stakeholder Engagement Plan to the Procurement Strategy. A sample template for the Stakeholder Engagement Plan follows. Your produced Procurement Strategy should be systematic and comprehensive and address the following: Executive summary Provide a high-level summary of the procurement strategy including: · the procurement objectives; · the responsible organisation’s experience and capability in delivering projects under the preferred procurement delivery method and, as necessary, any strategies to mitigate procurement risk; · the outcomes of any market testing undertaken; · the evaluation methodology used to identify the preferred procurement methodology, including assessment criteria and rankings for both the procurement model options short-listing and detailed analysis processes; · a high-level table summarising the procurement options assessment (show the ranking of each option against the criteria used to select the recommended procurement strategy, including an assessment of the merits of alternative procurement methods for delivery); · an outline of the preferred procurement strategy, demonstrating that the preferred procurement strategy is appropriate for this investment; and · contractual issues · If a PPP procurement approach is being proposed additional details are required. The DTF Infrastructure Advice and Delivery, Partnerships Victoria Group can advise on these. · If project alliancing is being considered, full business case requirements are different; please contact the DTF Infrastructure Advice and Delivery, Alliancing and Contracting team for further advice. Analyse key issues (data gathering) Project oobjectives and dascription Outline the key project objectives including: Government policy and service delivery objectives. Describe the primary benefits arising from addressing the problem(s) including: Type and level of benefits (social, economic, environmental etc.); Beneficiaries. How benefits arise from solving the problem(s). Describe dis-benefits that might or will arise from the investment. Note: This section should deal with benefits associated with dealing with the problem; they should not pre-suppose any specific intervention or project option. For example, if the problem is increasing prisoner numbers or overcrowded prisons, the benefits should not presume that the solution is to build a new prison. · Describe the project, including scope, characteristics and timing including: any unique project characteristics; · procurement staging, for example, will the procurement process be simply the selection of a provider, or will it also include a preliminary stage to identify a preferred solution or technology; · project components that can be bundled or procured separately; · time dependencies, for example, closure of other infrastructure; · project duration and estimated schedule; and · Likely impacts on users and stakeholders. · Identify the preferred technical solution. Project service delivery requirements · Describe the expected outcomes: · What factors will determine whether the procurement has been successful? This should include design, quality and performance criteria that can be used to measure benefits realisation and project success. · Have the critical project success factors been clearly defined and agreed and signed off with stakeholders? · Describe what is the capability to be acquired (i.e. what is being bought?) · How will value for money be achieved and measured? Risk aanalysis · Describe key risks to the procurement/project, considering: · ‘show-stopping’ risks. · Describe how identified risks will be managed through the procurement process, including: · implications of transferring risks; and · Implications of delivery models on risk. Evidence presented in this section should demonstrate: · stress test modelling under various risk scenarios has been undertaken (do not limit this to the ideal or most likely scenario but consider consequences if one or more key risks emerge); and · Strategies to lower overall risk. Opportunity aanalyses Identify any opportunities (additional to intended benefits) that may arise during procurement and project delivery, and outline any strategies to capitalise and manage their potential. Policy ccontext Describe the government policies that impact on or influence the procurement, including: the ability of each procurement method to address policy requirements; probity risks and ethical issues; and Outline how the project priorities align with other departmental and broader government projects and operations including: Interfaces with other governmental projects, including location and timing synergies. Market aanalyses Provide an analysis of the market capability and capacity to meet the procurement objectives. Evidence presented in this section should demonstrate: general market capacity and expected interest in this project; the opportunity and need to influence and develop markets; market familiarity with the type of project; the market’s familiarity doing business with government; and Market access to suppliers and resources, noting any expected supply anomalies in the availability of skills, materials or components. This section should include (as appropriate): current and forecast market activity levels; supplier community characteristics; supply chain characteristics and methods within applicable industries; the market structure, for example, the number of players, if there is a monopoly; and Maturity of the market. Agency capability and management arrangements Outline the capability of the agency to manage the procurement including: the agency’s capacity to manage what is required in the procurement under different delivery models; management capability in the agency; where projects cross organisational boundaries, clear management arrangements are in place to ensure ongoing alignment of all organisations business objectives; governance arrangements within the agency; if there is a skilled and experienced procurement/project team with clearly defined roles and responsibilities (if not, if there is access to expertise for those fulfilling the roles); reporting and monitoring arrangements; if there are systems and processes in place for monitoring and controlling project expenditure and for measuring and tracking realisation of project benefits; if governance arrangements are robust enough to ensure that bad news is not filtered out of reports to senior management; and if processes and training are in place to ensure ethical behaviour to support accountability and openness in the procurement process, giving supplier’s confidence to participate and reduce the cost of managing risks (fraud, corruption etc.). Procurement option evaluation process and outcomes Outline the process used to evaluate procurement options and determine the preferred delivery model. Present the outcomes of the procurement short-listing and detailed analysis. Short-listing Document the process and criteria for short-listing potential options, and present short-listing results: Short-list an agreed range of procurement options to be considered in the detailed evaluation. Outline the process and criteria used to short-list: examine existing local, national and international precedents; consider whether mandatory requirements exclude any delivery models; and unique project characteristics. Present the results of the short-listing: Identify short-listed models, and clearly demonstrate the proposed options are capable of delivering the project. Provide reasons for models not short-listed where applicable. Detailed analysis Establish a framework for the comparative analysis of procurement options, including the identification and ranking of a set of evaluation criteria and a system for rating the options against each criterion. The evaluation criteria should be informed by the project objectives, as well as analysis of information compiled during the data gathering stage of the procurement strategy development and documented in the preceding template sections. This should include: identifying the project objectives and unique aspects of the project that can be used to determine procurement model suitability (note: these would also be measures of project success); drafting evaluation criteria against which to assess each procurement option, consistent with the overriding objectives for the project; agreeing the relative materiality of each criterion, ranking the criteria in terms of high, medium or low priority (establish a rating system to facilitate a qualitative assessment of the procurement options against the evaluation criteria); and Undertaking an assessment of key project risks relevant to selecting a procurement approach (building on the risk analysis already completed to date). To assist you to shape the procurement objectives, consider completing the following table: Procurement objective Description Priority Ranking Discussion Risk management Extent to which the delivery model supports effective risk management and mitigation High/Med/Low Higher priority – higher ranking Time – time to market Extent to which the delivery model facilitates rapid selection of contractors Time – delivery speed/time to completion Extent to which the deliver model facilitates rapid delivery Innovation – outcomes Extent to which the delivery model maximises opportunities for innovation in project outcomes Innovation – delivery Extent to which the delivery model maximises opportunities for innovation in delivery method and approach Certainty – cost Extent to which the delivery model provides the State with certainty regarding cost outcomes Certainty – time Extent to which the delivery model provides the State with certainty regarding time outcomes Note: The table has been populated with generic procurement objectives and descriptions that should be edited to suit a specific project. Document the process, criteria and rankings for detailed analysis of short-listed options. Template evaluation matrix The results of an assessment should be summarised in an evaluation matrix, such as the following example: Evaluation criteria Importance of criteria Option 1 Option 2 Option 3 Option 4 Operational flexibility The extent to which each procurement option enables the government to retain flexibility in terms of the operational profile Risk management The extent to which each procurement option provides incentives effectively and efficiently to manage and reduce risks, thereby minimising the whole-of-life-cost to the government Time to deliver project The extent to which each procurement option is able to support achieving an operational supply by X date. Market interest The extent to which each procurement option assists in maximising market interest amongst the appropriate market participants with the relevant skills, expertise and capacity to deliver the project Value for money The extent to which each procurement option assists in maximising the government’s value for money from implementing the project: design and construction innovation other innovation factors whole-of-life cost considerations risk allocation competitive tension government development and tender costs and