with Euromethod in an acquisition as long as it is suitable for the situation. Euromethod is open to structured techniques, object-oriented techniques, business process engineering techniques, IT infrastructure techniques, etc. It has been designed to be open to enhancements of these techniques in the future. The only condition is to be familiar with Euromethod terminology. Bridging dictionaries translate the specific terminology of the method into Euromethod terminology and specify in which situation the techniques proposed by the method are suitable. Euromethod as a method The acquisition takes place on three levels: at the service provision or project production level the actors are using a wide range of methods and tools, for tasks such as IS development, quality assurance, configuration management and computer operation at the service or project management level the actors are supported by project management methods and tools Euromethod is designed to be used at the contractual level by acquisition management – especially within contract management. The situational approach Euromethod proposes different strategies to perform projects and services according to the situation. This is the so-called situational approach. First, the situation is analysed, using situational factors that are properties of the situation which are known to determine the complexity and the uncertainty of the problem. These situational factors relate to the target domain, i.e. the organisation that is the target of the project or the service, and the project domain, i.e. the organisation in charge of performing the project or the service. Euromethod proposes a list of typical situational factors. These factors are assessed by experts and derived from interviews of people belonging to these two domains. Then, the risks are assessed using heuristics based on the situational factors. Finally, strategies and actions are proposed to manage the complexity and the uncertainty and to mitigate the risks. From the strategies and actions, the acquisition plan and the delivery plans are derived. The acquisition plan determines, among others, the various procurements and the decision points of the acquisition of projects and services. The delivery plan describes, among others, the decision points and their sequence and the deliverables that are necessary for making these decisions. It is used to monitor the contract between customer and supplier. References Information technology management Procurement