53. You are working on a complex project designed to combat glaucoma with- out the need to take eye drops. You are going to outsource part of the work to experts in the glaucoma field and have identified four sellers that have been judged to be in a competitive rage. These sellers and you have- a. Negotiated a draft contract b. Scheduled presentations to your executive team c. Established partnering agreements to reduce the possibility of claims d. Determined the best approach is a firm-fixed-price contract 53. Assume you thought you would need to outsource part of your work on your telecom project. You conducted a make-or-buy analysis, and the deci- sion was made not to outsource. This means, a. You have no additional work remaining in procurement management b. The decision should be documented in a decision log c. You should update organizational process assets d. Your procurement management plan may define processes to follow internal to the organization 53. You are the project manager with a team to design the next generation of automobiles for your company. After an extensive make-or-buy analysis, you have determined which items will be outsourced. Now you are working on the statements of work for each item to be procured. It is important as you do so to- a. Determine constraints and assumptions b. Follow the scope baseline c. Identify any prequalified sellers d. Recognize long-lead items