Many forms of atmospheric pollution affect human health
and the environment at levels from local to global. These
contaminants are emitted from diverse sources, and some
of them react together to form new compounds in the air.
Industrialized nations have made important progress toward controlling some pollutants in recent decades, but air quality is much worse in many developing countries, and global circulation patterns can transport some types of pollution rapidly around the world. In this unit, discover the basic chemistry of atmospheric pollution and learn which human activities have the greatest impacts on air quality.
Various sources, causes and effect of pollution on human health is explained in the slides. Major pollution like air, water and noise pollution is explained in detail.
Many forms of atmospheric pollution affect human health
and the environment at levels from local to global. These
contaminants are emitted from diverse sources, and some
of them react together to form new compounds in the air.
Industrialized nations have made important progress toward controlling some pollutants in recent decades, but air quality is much worse in many developing countries, and global circulation patterns can transport some types of pollution rapidly around the world. In this unit, discover the basic chemistry of atmospheric pollution and learn which human activities have the greatest impacts on air quality.
Various sources, causes and effect of pollution on human health is explained in the slides. Major pollution like air, water and noise pollution is explained in detail.
Water and Air pollution for engineering students of Environmental Study subject. It is specially for the GTU students. It is latest presentation. it is made about half year ago.
Topic on :- 'Global Warming"
PowerPoint Presentation By :- NehaRohtagi1
This PPT will help you to know about Global Warming, its causes and effects on our environment and also about what preventive measures can be taken to 'Save Our Mother Earth'.
Presentation by Susanna Scott, Saint Lucia's Department of Sustainable Development, for the event "Understanding Climate Change Adaptation in the Saint Lucia Context," a briefing for journalists held in Castries, Saint Lucia, on June 25, 2017.
Water and Air pollution for engineering students of Environmental Study subject. It is specially for the GTU students. It is latest presentation. it is made about half year ago.
Topic on :- 'Global Warming"
PowerPoint Presentation By :- NehaRohtagi1
This PPT will help you to know about Global Warming, its causes and effects on our environment and also about what preventive measures can be taken to 'Save Our Mother Earth'.
Presentation by Susanna Scott, Saint Lucia's Department of Sustainable Development, for the event "Understanding Climate Change Adaptation in the Saint Lucia Context," a briefing for journalists held in Castries, Saint Lucia, on June 25, 2017.
This bonus presentation is for the use of students who purchased the Grabbing Government Gold Home Study program.
It is a walk-through of the action steps needed to ensure you are "in the game" and positioned to take advantage of federal government contracting opportunities.
Should you wish to acquire the home study program simply send an e-mail for details.
In this session you will learn the elements that make a capability statement stand out from the crowd. This is a standard document used to introduce your firm to government decision-makers. Often it is the first impression your business will have. You will take away everything you need in order to create a winning marketing tool for your business!
Slideshow for Detroit Regional Chamber's "Meet the Purchasers" workshop, in cooperation with Procurement Technical Assistance Centers (PTACs) of Michigan. November 19, 2009.
This is support and reinforcement of the 3 Day Fundamentals Real Estate Workshop. It includes many tips and tricks for building a buyer and cash buyer list.
How to Perfectly Construct an RFP in 8 StepsThe RFP (request for.docxpooleavelina
How to Perfectly Construct an RFP in 8 Steps
The RFP (request for proposal) is a document that describes project specific requirements and expectations to suppliers with the aim of getting proposed solutions from qualified companies or vendors. The document is helpful for suppliers to establish joint understanding of requirements for a project. The details of RFP depend on scope of the project (Wilkinson & Thorson, 1998). It might involve specific services, products, or outline the expected use of technology and the requirements for project implementation. This means that RFP should be well-conceived, concise, and well-written to attract good vendors. A poorly written RFP attract unsuitable vendors for the project. Ambiguous requirements prevent the qualified candidates from bidding properly. The RFP detail aspects of proposed requirement and what is expected of vendor in meeting the requirement. The final proposal and RFP when agreed become statement of work for contract (Wilkinson & Thorson, 1998). Let’s begin exploring how an RFP is constructed.
Calonico. S (2018) Kumulos.
1. Define company overview
This section of RFP helps managers contextualize decisions made in the project by considering whether they will be able to provide your company’s specific field with the appropriate material and/or services. It captures information about the organization, what it does and what it is currently doing. Further, the section should culture the uniqueness of the company. The company overview should tell reader about the company values. By describing the value, you are likely to get an organization which has value fit for processes and goals. It defines the reason for writing the RFP. When writing the RFP you are required to introduce the product, the requirements for the product, and the summary of the main points of your request. When defining the company overview, you must also consider including important details to support your request such as customers, clients, and revenue which will be used to raise capital, understand the competitors, and customers’ segments.
Mypcot. Company Overview
2. Define the project scope
The introduction section includes explanation of response evaluated. The section tells vendors what is expected, what the company wants, giving timetable for implementation, showing where the company wants to improve, changes predicated in the project, and specify deliverables.
Pmlinks. Project Management 101 – Project Scope
This section reminds the reader of the reason behind your company writing out the RFP. For instance, reason for introduction of new product or brand re-design. The scope shows what the project will solve and how the problem will be solved and the goals o ...
This document contains answers for a Project Management Question Paper from 11 November 2023.
It tests the following concepts
-Types of feasibility
- Responsibilities of a project manager
-Project life cycle
-Work Breakdown Structure
- Stakeholder Analysis
Assessing Probability, Risk and Cost in Responses to U.S. Federal RFPsVisibleThread
VisibleThread CEO, Fergal McGovern and Phil Nesbitt, Director of Proposal Development for Artel LLC discussed Federal RFP structures, best practices for review and response and the findings of a qualitative survey of Federal procurement documents.
THIS IS A 9 PART ASSIGNMENT POST, THE BID AMOUNT IS FOR THE ENTI.docxjuan1826
THIS IS A 9 PART ASSIGNMENT POST, THE BID AMOUNT IS FOR THE ENTIRE POSTING HERE.
**********PLEASE READ ALL OF THE POST************
UNDER 20% OV SCORE
CONSISTS OF 9 CONSECUTIVE ASSIGNMENTS FOR $140.00. ALL SHOULD HAVE VERIFIABLE REFERENCES AND REQUIRED LENGTH. EACH IS DUE DIFFERENT DATES, WHEN YOU ACCEPT PAYMENT IT IS TO FOLLOW DUE DATES OR POST AS ONE ON THE FIRST DUE DATE. EACH SHOULD BE NUMBERED AS THEY ARE HERE. PLEASE CONTACT ME IF THERE IS A QUESTION.
#1
Due Date: 1/7/19
Deliverable Length: Stakeholder analysis: 2–3 pages + title and references
The discussion on stakeholders went better than expected. Everyone seems to be on the same page. But now, the team is unsure of who should be included as stakeholders in the communication management plan. The team realizes that there are a lot more stakeholders on the project than expected. In addition to the team itself, there are other internal and external stakeholders who must be considered.
Although all of your team members work in the sales and marketing function, they all bring unique skills and experiences to this project. Many have worked in other departments prior to their new role or have duel responsibilities in the company.
"This is a make-or-break project for us at this point," says Jim. "We have to get it right the first time. If we miss any stakeholders in our communication, it could be devastating to the success of the project."
Jim turns to you. "I need you to lead the team in conducting a stakeholder analysis. We need to make sure to include all of the stakeholders, their background, contribution to the project, and level of priority to the project communication. You will be working with your four teammates in performing the stakeholder analysis and transferring this information to the project charter for review."
"Okay," you say. "Can everyone give me a little bit of background about work experience and education?"
"Sure," says Jerry Lawson. "I have an MS in Business Management and several IT/PM certifications as well as 6 years with the company."
"I have a lot of procurement and acquisition experience, but have an engineering background," says Sara Jenkins. "I earned an MBA and a BS in electrical engineering. I have been with the company for 4 years."
"I have done business analysis, quality assurance, and risk management, but have a construction background," says Melissa Grant. "I have an MSM in project management and a BS in electrical engineering as well as 6 years with the company."
Mike Green, a technician who previously worked in the public relations and marketing department says, "I have done a lot of hands-on electrical work and testing. I earned my MBA in marketing and two undergraduate degrees in electrical engineering and IT management. I have been with the company for 5 years."
"Great, thanks," you say.
Jim hands you a document, saying, "Here is a project charter, a stakeholder register, and SOW templates for you to use as a guideline."
After .
5 LEARNING OBJECTIVEIdentify the elements to include in a requ.docxalinainglis
5 LEARNING OBJECTIVE
Identify the elements to include in a request for proposal (RFP).
15.5 Writing Requests for Proposals
When writing an RFP, be sure to give potential respondents all the information they need in order to craft a meaningful response to your request.
At some point in your career, you might be the one receiving proposals, and learning how to request effective proposals will simplify the process considerably. Various organizations handle RFPs in different ways. When writing an RFP, remember that it is more than just a request; it’s an informational report that provides potential bidders with the information they need to craft effective proposals. Writing an RFP demands careful consideration because it starts a process that leads to a proposal, a contract, and eventually the delivery of a product or the performance of a service. In other words, mistakes at the RFP stage can ripple throughout the process and create costly headaches for everyone involved.
An RFP’s specific content will vary widely from industry to industry, but all RFPs should include some combination of the following elements:9
Company background. Give potential bidders some background information on your organization, your business priorities, and other information they might need in order to respond in an informed manner.
Project description. Put your requirements in context; are you seeking bids for routine supplies or services, or do you need a major computer system?
Requirements. The requirements section should spell out everything you expect from potential vendors; don’t leave anything to unstated assumptions. Will potential vendors provide key equipment, or will you? Will you expect vendors to work under confidentiality restrictions, such as a nondisclosure agreement? Who will pay if costs run higher than expected? Will you require ongoing service or support? Providing this information can be a lot of work, but again, overlooking anything at this point is likely to create considerable problems once the project gets rolling.
CHECKLIST ✓ Producing Formal Reports and Proposals
Prefatory parts
Use your company’s standard report covers, if available.
Include a concise, descriptive title on the cover.
Include a title fly only if you want an extra-formal touch.
On the title page, list (1) report title; (2) name, title, and address of the group or person who authorized the report; (3) name, title, and address of the group or person who prepared the report; and (4) date of submission.
Include a copy of the letter of authorization, if appropriate.
If responding to an RFP, follow its instructions for including a copy or referring to the RFP by name or tracking number.
Include a letter of transmittal that introduces the report.
Provide a table of contents in outline form, with headings worded exactly as they appear in the body of the report.
Include a list of illustrations if the report contains a large number of them.
Include a synopsis (brief sum.
SMEF2010 Request For Proposal Management Ask The Right Questions And Choos...Harold van Heeringen
Request For Proposal Management - Ask The Right Questions And Choose Wisely!
Paper published in the proceedings of the Software Measurement European Forum (Rome, june 2010)
The Art of Planning and Writing Specs and Requirements--ISM 2010 TanelThomas Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
1 BUS B899F Assignment 1 Date due 28 November 2019.docxjeremylockett77
1
BUS B899F Assignment 1
Date due: 28 November 2019 (Thursday) 5 December 2019
Weighting: 5% of the total marks for this course
Length: You are advised to write no more than 3,000 words for this assignment.
Important note:
a. As a mechanism to maintain academic integrity, students are required to
submit both hard and soft copies of their assignments as below:
i. Submission of soft copy
Students should upload the Originality Report, which is downloaded after
processing by the Turnitin, to the OLE of the course by 6:00 pm on the
submission due date. The Originality Report uploaded to the OLE should
be in pdf format, contains the content of the student’s assignment, the
results of an originality check with highlight of matching text. The user
guide of Turnitin is available on the OLE for reference.
Students should upload a soft copy of the assignment to the OLE of the
course by 5:00 pm on the submission due date. Files uploaded to the OLE
should be prepared in Microsoft Word. Please refer to the quick start
guide for submission of assignments to Turnitin.
ii. Submission of hard copy
Students should put a hard copy of the Turnitin Originality Report, in the
collection box on 8/F in Block A or 7/F in Block B by 6:00 pm on the
assignment due date.
iii. 10% of the marks awarded to the assignment will be deducted for each
day it is overdue until both hard and soft copies are submitted the soft
copy is submitted.
Students are allowed to upload their work in Turnitin once per
assignment. Please don’t upload the work to Turnitin in the last minutes
as it takes time to generate the Originality Report. Students must ensure
that the content of both the hard and soft copy are identical. In case of
discrepancies between the two copies, only the hard copies of your
assignment with the Turnitin Originality Report will be graded and
returned.
b. Please include a word count at the end of your assignment. Please note that
the tutor is given the discretion to deduct marks for exceeding the word limit
2
or to disregard the content after the word limit is reached.
3
Tasks: (100 marks)
Before you write this assignment, please consider some issues relating to
business ideas, including formulating a business idea; exploring and clarifying
the possible problems associated with the idea; and evaluating the idea.
This assignment should include business proposal sections 2-4 (see the appendix
for details):
1. Introduction, including the reader to your business idea and preview of
content of the proposal; (20 marks)
2. Company overview, including company profile/proposed organization, and
the mission, vision and goals of the business; (30 marks)
3. Proposed business, including purposes and values of the business, proposed
product/service, target customer, core competences for achieving the
business goals etc. (50 marks)
Points of Ad ...
Final Assignment
Final Assignment
3
Company Address?
Date?
Inside Address?
Salutation?
Phoenix Advertising is a company established in North Carolina. According to the information given, it is evident that your branch is facing a number of challenges, which need to be attended to with immediate effect. Recently, two top management employees have left the company to join a competing firm; others are also threatening to leave the company.
Background
From the reports evaluated, there are factors that are leading to reassignment of the employees to rival companies. From the case scenario presented, it is evident that the top management fails to involve the junior employees as make most of the important decisions without consulting them. When the employees feel left out, they hardly perform, as they feel ignored most of the time. Secondly, the company focuses on increasing their levels of profitability. Hence, it is taking a lot of work from all potential clients without necessarily evaluating the accounts and the workload. This causes the employees responsible for working for ling hours with minimal compensation. In my opinion, this could be the reason for low morale and decrease in production.
Firstly, there is weak leadership, which fails to involve employees at all levels in the company. This can be seen from the way the management take lots work from all different clients without necessarily evaluating the accounts and workload. Secondly, there is poor communication between all levels. The top management does communicate with junior employees, and it fails to encourage their work and efforts. This is the reason they end up editing their work without consulting them. Further, the company is contracting more clients than it can handle with the current personnel.
The top management of the company should embrace real leadership and administration. To be precise, the management should and must effectively communicate with employees on all their levels. This could be achieved best by outlining their roles and responsibilities. It should also provide better means of evaluation and reporting of every employee. The heads of various departments should also work closely with their employees at make any changes in their works with their consultations in order to value their efforts at different levels (Schein, 1985).
Further, due to the increased volumes of workload, the management should also offer enough compensation to all employees by paying them for any overtime work from them. This could be achieved by improving the terms of the contract. Additionally, the company should provide an excellent working environment where the employees are comfortable. The management should also aim at improving human capital through ore training and development. This is because in the world of advertising, technology is changing the dynamics day by day. A specific timeline should be set in order to e ...
Procurement Management Template
Procurement Management Plan
(Project Name)
(Company Name)
(Street Address)
(City, State Zip Code)
(Date)
Here's YourProcurement Management Plan Template
This Procurement Management Plan template has been written to include instruction for creating the final document along with actual verbiage for each section. You are free to edit and use this template and its contents; however, we do ask that you don't distribute this template as a template on the web without explicit permission from us.
Revision History
Name
Date
Reason For Changes
Version
Table of Contents
2
1.0 Purpose
2
2.0 Procurement Roles and Responsibilities
3
3.0 Procurement Requirements
3
4.0 Vendor Identification and Selection
4
5.0 Vendor Management
4
6.0 Contract Requirements
4
7.0 Approvals1.0 Purpose
Many projects require items or services that cannot be provided from within the organization. In these cases it is necessary for the project team to procure the necessary items or services required to successfully complete the project. This section should provide a high-level explanation of purpose of the Procurement Management Plan. Generally, the purpose of the Procurement Management Plan is to define what items will be procured for the project and how vendors will be identified, selected, and managed. Additionally, the plan should outline roles and responsibilities relating to procurement as well as any contract requirements which must be met.
The purpose of the Procurement Management Plan is to define procurement parameters for the Software Upgrade Project in order to ensure its successful completion. Procurement is a deliberate process which involves many internal departments as well as external vendors. This Procurement Management Plan has been created to provide a framework in which all procurement actions will be managed across all of the organizations involved.
2.0 Procurement Roles and Responsibilities
This section describes the roles and responsibilities of all key project personnel as they relate to procurement actions. These roles must be clear to prevent any gaps or overlap in project procurement actions. Additionally, roles and responsibilities help establish accountability throughout the project’s lifecycle.
To facilitate effective procurement management, the following roles and responsibilities have been established for all procurement actions for the Software Upgrade Program:
Role
Responsibilities
Project Sponsor
Approve Procurement Management Plan
Approve vendor selection
Approve all contracts prior to award
Approve any procurement action in excess of $50,000
Project manager
Provide oversight for all procurement actions
Approve procurement actions under $50,000
Develop procurement requirements
Manage vendor selection process
Measure vendor performance
Closing out vendor contracts
Contracting Department Director
Assist procurement actions by submitting requests for proposal (RFPs) to i.
THIS IS A 10 PART ASSIGNMENT POST, THE BID AMOUNT IS FOR THE ENTIRE .docxjuan1826
THIS IS A 10 PART ASSIGNMENT POST, THE BID AMOUNT IS FOR THE ENTIRE POSTING HERE.
**********PLEASE READ ALL OF THE POST************
UNDER 20% OV SCORE
CONSISTS OF 10 CONSECUTIVE ASSIGNMENTS FOR $140.00. ALL SHOULD HAVE VERIFIABLE REFERENCES AND REQUIRED LENGTH. EACH IS DUE DIFFERENT DATES, WHEN YOU ACCEPT PAYMENT IT IS TO FOLLOW DUE DATES OR POST AS ONE ON THE FIRST DUE DATE. EACH SHOULD BE NUMBERED AS THEY ARE HERE. PLEASE CONTACT ME IF THERE IS A QUESTION.
#1
DUE 01/03/2019
400–600 words/In text citations/ APA verifiable references/
Please note: Requires use of the Microsoft Project 2010 (or later) software application. Microsoft Project. Project management software such as Project 2010 allows project managers to input data related to the project and monitor the project's progress. One of the first activities a Project Manager performs is to determine the project scope, which is the description of the final deliverable of the project. Once the scope has been defined, project managers can determine the work breakdown structure based on the work needed to the performed in the project. The tasks to get the work done are input into the project’s schedule. In Project 2010, the tasks can be input prior to creating the work breakdown structure.
Based on your experience and assigned readings for the week, provide 3 reasons why project management is important today.
How different is it today from the past?
Be sure to share examples to support your answer.
Pick 1 of the following concepts, define it, and provide an example that models it:
Project
Program
Portfolio
Project management
Project life cycle
Project stakeholders
#2
Due Date: 1/7/19
Deliverable Length: Stakeholder analysis: 2–3 pages + title and references
The discussion on stakeholders went better than expected. Everyone seems to be on the same page. But now, the team is unsure of who should be included as stakeholders in the communication management plan. The team realizes that there are a lot more stakeholders on the project than expected. In addition to the team itself, there are other internal and external stakeholders who must be considered.
Although all of your team members work in the sales and marketing function, they all bring unique skills and experiences to this project. Many have worked in other departments prior to their new role or have duel responsibilities in the company.
"This is a make-or-break project for us at this point," says Jim. "We have to get it right the first time. If we miss any stakeholders in our communication, it could be devastating to the success of the project."
Jim turns to you. "I need you to lead the team in conducting a stakeholder analysis. We need to make sure to include all of the stakeholders, their background, contribution to the project, and level of priority to the project communication. You will be working with your four teammates in performing the stakeholder analysis and transferring this informat.
DirectionsThis exam consists of seven problems and is an open-boo.docxduketjoy27252
Directions:This exam consists of seven problems and is an open-book exam with no time limit. All work should be done individually. Word-process your solutions within this template and show all steps used in arriving at the final answers. Incomplete solutions will receive partial credit. Copy and paste all necessary data from Excel into this document and create tables as needed.
Problem 1
Suppose a manufacturing company makes a certain item. The time to produce each item is normally distributed around a mean of 27 minutes with a standard deviation of 2.5 minutes. Thus, the population of production times is normal in shape. Find the mean and standard deviation of the sample.
Problem 2
The average prices for a product in 12stores in a city are shown below.
$2.99, $2.85, $3.25, $3.55, $3.00, $2.99, $2.76, $3.50, $3.20, $2.85, $3.75, $3.85
Test the hypothesis that the average price is higher than $2.87. Use level of significance = 0.05.
Problem 3
A store wishes to predict net profit as a function of sales for the next year.The following table gives the years 1998 to 2005.
Year
Sales
(thousands of dollars)
Net Profit
1998
51
5
1999
55
10.2
2000
65
9.6
2001
82
-3
2002
75
2.8
2003
71
3.2
2004
82
-2.3
2005
81
-2.6
(a) Graph the points from 1998 through 2005on ascatter diagram using Sales as the independent variable and Net Profit as the dependent variable.
(b) Draw the regression line on the graph you constructed in Part (a).
(c) What is the value of the coefficient of determination for this regression model? Comment on the strength of the regression line for this model.
(d) What is the predicted net profit for 2006 if sales are expected to be 125?
Problem 4
Last week’s sales of iMac computers at an Apple Store in Oklahoma City, OK,are shown in the following table:
Day
Sales (Dollars)
1
180
2
150
3
210
4
225
5
195
6
190
7
230
(a) Use the 3-day moving average method for forecasting days 4–7.
(b) Use the 3-day weighted moving average method for forecasting days 4–7. Use Weight 1 day ago = 2, Weight 2 days ago = 4, and Weight 3 days ago = 3.
(c) Compare the techniques using the mean absolute deviation (MAD).
Problem 5
The following table shows six years of average annual cost-of-living index data:
Year
Annual Cost of Living Index
2008
105.8
2009
111.4
2010
121.9
2011
134.3
2012
128.6
2013
125.2
(a) Forecast the average annual food price index for all years from 2008 to 2013. Use a 3-year weighted moving average with weights of 0.5, 0.3, and 0.2. Use the largest weight with the most recent data.
(b) Forecast the average annual food price index using exponential smoothing with α = 0.7 for all years from 2008 to 2014. Use the rate for 2008 as the starting forecast for 2008.
(c) Which of the methods in parts (a) and (b) produces better forecasts for the 3 years from 2011 to 2013? Answer on the basis of mean square error (MAD).
Problem 6
A company manufactures two products, Product A and Product B. The wholesale price and manufacturing cost.
RFP1. Project Initiation Phase The purpose of the RFP document.docxhealdkathaleen
RFP
1. Project Initiation Phase
The purpose of the RFP document is to define all procurement related activities for implementing Oracle for Tesla motors. This document will outline all the procurement management activities and resources that are required for implementing the software.
2. Procurement Statement
Below are the list of items that must be procured in order to successfully start the project.
Item/Service
Justification
Needed By
Cost
Rack server for the software implementation
This is an inventory item that needs to be procured for implementing the new software (Oracle R12) for the company
01/01/2018
$5000
Printer and scanner
Need printer/ scan to print out the documentation
01/5/2018
$2000
Table
Need computer tables for consultants to work on implementation
01/15/2018
$1000
Chair
Need desk chairs for consultants to implement the application
01/15/2018
$1000
Car
Need a car for consultant’s usage
01/15/2018
$10,000
Laptops
Laptops are needed for consultants to work on
01/15/2018
$5000
Office supplies
These are office supplies that are required by the implementation partner
01/15/2018
$2000
Consultants service
Consultant service is required to implement the Oracle software.
01/15/2018
$404,617.60
Vendor selection: The vendor selection process is very straight forward as most of the vendors are have had good relations with real tech. The entire consultant team are offered by Real Tech itself. The office supplies are procured by the vendor name Staples. Finally, the laptops are procured by tech systems. The vendors are carefully analyzed by the buyers and are listed on the buyer’s approved vendor list of vendors. The vendors are rated based on the price, delivery time and quality of the products.
3. Selection Process & Criteria
The hardware and office supplies are based on the planned purchase order contract with the vendor. The consultants are interviewed before hand before onboarding the resources into the team.
4. Project Procurement Team
All procurement activities must initially get approval from the immediate manager and then the approval of the project manager. The project manager must document justify the need in a form of a document and present it to the project sponsors.
5.Contract Type:
The procurement strategy used by Tesla is called Fixed- Price Contract. This type of contract is also called Lump- sum contract. The reason for choosing this contract is that there is no uncertainty in the scope of the project. The purchasing module in the Oracle ERP software will help improve the procure to pay cycle in the organization. The ERP implementation partner is bound to finish the implementation within one year at the cost of $350,000.
6.Contract Standards:
All procurement must follow the ISO 9001:2015 standards.
7.Vandor Management/ Perforance
This section describes the metrics to be used for procurement activities associated with the project. These metrics may include but not be limited to: methods to ensure the p ...
System for award management level 2-p dotter 031009jpeabody
This workshop is geared to current SAM users and those who have already completed the initial migration and update of the old CCR. Topics include: latest updates, new errors, old problems that are still evident, some work arounds and knowing when and who to call for help. Also, learn about annual updates, updating NAICS and PSC and other business information.
System for award management level 1-p dotter 031009jpeabody
This work shop is geared to those who are first time users of SAM. Topics include: successfully creating your personal SAM account, locating and connecting to your migrated old CCR account, updating the old CCR or creating a first time business profile in SAM. The goal of this workshop is for participants to be able to “get it right the first time.”
This workshop will provide participants with information on how to position yourself for a smoother transition when starting your business. This workshop will be instructed by Rick Indrelie, SBDC Consultant and a certified Economic Development Finance Professional. Mr. Indrelie has over 25 years of experience in the accounting and finance field. Topics covered in this workshop will include: Do you need a business plan to start your business? Should you start your business as a sole proprietor? Is it a good idea to have business insurance? Will you need to borrow money to start your business? Should you take on a partner?
Certification panel various presenters 031009jpeabody
Are you certified yet? Sorting through the various federal, state, local, and corporate socio-economic certification programs can be a daunting task. Who is eligible? What are the requirements? How does one become certified? What are the benefits? This panel will answer these questions and more. Representatives from four socio-economic certifying bodies will walk you through their programs and answer your questions. Attendees will gain a better understanding of the various programs and the opportunities that may be available from these organizations.
Selling to the state of mn b willard 031009jpeabody
This workshop will provide an overview and details about contracting with the State of Minnesota. Topics to be covered include an overview of the state’s purchasing practices; where the dollars come from; how the dollars can be spent; how to get registered as a vendor; where to find business opportunities; and State expectations of contractors.
Understanding the gsa schedule program j kilian 031009jpeabody
GSA is the most important contracting activity for all federal agencies. GSA Schedules (also referred to as Multiple Award Schedules and Federal Supply Schedules) Program, establishes long-term government wide contracts with commercial firms to provide access to over 11 million commercial products and services that can be ordered directly from GSA Schedule contractors of through the GSA Advantage!® on-line shopping and ordering system for federal buyers. Participants will learn how to locate their applicable Schedule application/solicitation, and receive marketing information as a means to aligning the businesses with opportunities within the GSA Schedules process as well as other current procurement needs, initiatives, and forecasts.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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1. Building a Past Performance Data Base
The information you should keep on file for EACH job is:
Name of the Job
Name of Agency, Office, Business or Company that extends the contract to you
Dollar Value of the Job
Name and number for contact person or CO or PM that you report to
Your position (Prime or Subcontractor)
Key company personnel that were involved and the position they held (PM, accounts, engineer, onsite
manager, etc.)
A complete description of the SOW and Scope of project
Date started; date ended
A complete narrative of how the job went – start to finish; any problems that arose; how issues were
resolved; any solutions you brought to the table; who was involved in aspects of the job or problem
solving; any contract changes; anything that happened while working; etc.
Final result of the job; everyone happy? If not- how did you resolve that?
Any invoice or payment problems?
2. Past Performance - Hints on Preparing
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Writing Past Performance
Written by Sam Martin
Especially after reform in contracting, past performance has become the section that often decides who
wins or loses the contract. The dozens of proposals we have worked during the past three years have
usually assigned 30 - 40% of the total evaluation score to past performance. Past performance can
assume an even more important position in the proposal, however, because no Source Selection
committee is going to award contract to a vendor lacking strong past performance.
The key questions are these: (1) How complete is the past performance archive? (2) How is the process
of preparing the past performance going to be managed? And (3) who is going to write the past
performance?
It has been our experience that the number of companies that maintain an up-to-date past performance
archive is small. The usual case is that the past performance citations are out of date, incomplete, or non
existent.
The first step in the job of producing a responsive past performance section is to assess the requirements
and plan accordingly. How many past performance citations are required? What are all the technical /
experience areas that must be addressed by the citations? How many of the requirements will need to be
addressed by citations from subcontractor firms? Given the situation, how many person-hours of labor will
be necessary to complete the past performance section? Which citations are long-lead items requiring
advance planning because of the need to interface with subcontractors or develop information lost from
corps-rate memory?
The question asking who will write the citations can have different answers. Occasionally, there will be
project or program managers with the time and ability to write at least a first-draft response on some of
the citations. Usually, most of the work will default to the editor(s) assigned to take responsibility for the
past performance section.
If the past performance section is complex at all, it will be helpful to begin with an audit of the solicitation
requirements. Determine what are the important elements of experience required to do the job. Format
the past performance so that each citation addresses as many parts of the spec as possible. At the end,
audit the body of the citations to ensure that you have conclusively demonstrated the capability to do all
parts of the spec.
Our experience has been that, at least 90% of past performance citations will have to be edited to a
lesser or greater extent. Usually, the citations are out of date, incomplete, or fail to adequately address
the requirements of the job being proposed. Consequently, it is incumbent on the bidder to edit the
citations as appropriate to tell an effective story.
3. Usually, you can plan on expending at least four hours per citation, if not double that, given average field
conditions. The editors will sometimes be lucky in having one or two citations that are already close to the
spec. However, it is more frequently the case to have citations that require complete reformatting. Often
this work will require the editors to interview the cognizant project I program managers on the phone, and
just finding these individuals frequently requires a significant expenditure of time. In cases where these
managers have left the company, the editors may need to use their creative imagination.
Many solicitations require the bidder to provide references in the past performance section, including the
name and phone number of a customer contact person who can be called. It has been our experience
that, for every proposal, any references provided need to be checked. Sometimes, it is a challenge to
even find the references, as they have changed job, or agency. Consultants are good to do this, because
the references will speak more candidly to the consultant than to the contractor. Any bidder who skips this
step is courting disaster, as companies sometimes do not have an accurate understanding of their
customer opinion.
4. 'Pas-!- ?er~ (J)t!t/'~.
documentation to demonstrate that adequate financial resources are available.
(12) Small Business Subcontracting Plan, if applicable The offeror shall prepare and submit a
Small Business Subcontracting Plan if, pursuant to the applicable NArCS codes and size
standards, it is determined to be other than a small business concern for purposes of this
solicitation. Failure to submit a Small Business Subcontracting Plan when required will result in
the rejection of your proposal. Large businesses, nonprofit organizations and educational
institutions are advised of the requirement to submit a Small Business Subcontracting Plan (see
Clause 552.219-72, incorporated by reference).The Government will review each plan to assure it
is consistent with the provisions of this clause. Subcontracting plans are subject to negotiations
along with the terms and conditions of any contract resulting from this solicitation. The offeror's
subcontracting plan must be approved by the Contracting Officer prior to award. A sample
outline that may be used in preparing a subcontracting plan is included as FedBizOpps Document
7 (ref. FAR 19.702).
GSA's subcontracting goals for Fiscal Year 2009 are:
Category of Small Business Goal % of Total
Subcontracting Dollars
Small Business (total ofall types) 37%
HUBZone 3%
Small Disadvantaged 6%
Women Owned 5%
Veteran Owned 5%
Service Disabled Veteran Owned 3%
(b) Section II Technical Proposal: The technical proposal is comprised of four factors Factor One
(Corporate Experience), Factor Two (Relevant Project Experience), Factor Three (Past Performance)
and Factor Four (Quality Control). All offers shall address these factors as instructed below. If the
offeror is proposing multiple Special Item Numbers (SfNs), they shall clearly identify each SIN with
the corresponding technical information. Please provide a narrative for each of the following sections to
demonstrate your company's capabilities in satisfying ALL underlying requirements listed below.
(I) Factor One Corporate Experience: Submit a two page (maximum) narrative describing the
company's corporate experience in all services provided under this Schedule, regardless of the
number of SfNs being offered. Your company must have provided the type of professional
services under this schedule to either a Government or Commercial entity for a minimum of two
years. At a minimum, your narrative must include the following:
(i) Organization'S number ofyears of corporate experience in the services described in
Part I of this solicitation.
(ii) Organization's size, experience in the field, and resources available to enable the
offeror to fulfill requirements.
(iii) Brief history of the organization's activities contributing to the development of
expertise and capabilities related to this requirement.
(iv) Information that demonstrates the offeror's organizational and accounting controls
and manpower presently in house or the ability to acquire the type and kinds of personnel
proposed.
(v) Describe/identify how you intend to market services to federal clients.
vii
5. (vi) Discuss the use of subcontractors. If applicable, a letter of commitment is required to
cover the term of the contract.
(2) Factor Two Relevant Project Experience:
(i) For each service SlN offered, the offeror must provide descriptions of two (2) projects.
Each description must state the SIN to which it applies, and identify the specific services
being proposed for that SIN.
(ii) The projects must either have been completed within the last two years or be ongoing.
For ongoing contracts with a base year and option years, at a minimum, the base year
must have been completed; for multiyear task orders, at a minimum, the first year must
have been completed.
(iii) The offeror must demonstrate that the tasks performed are ofa similar complexity to
the work solicited under each SIN. The offeror may provide the same project for more
than one SIN as long as the description identifies which specific work relates to each SIN.
All examples of completed services must have been found to be acceptable by the client.
Project descriptions shall not exceed four (4) pages per project.
(iv) Each project description shall include the following customer reference information:
(A) Customer/Client Name
(B) Project Name/Contract Number
(C) Customer Point of Contact for Project
(D) POC's phone number and email
(E) Project performance period (include months/years)
(F) Dollar value of the entire project
(G) Dollar value received for the work preformed relevant to the SIN offered
(H) Brief summary of the project as a whole (background, purpose, etc.)
(I) A copy of the Statement of Work for the project; this does not count against
the limitation of four pages per project.
(v) As applicable, each project description shall include a narrative account of the work
performed that addresses the following elements:
(A) Detailed description of SIN relevant work performed and results achieved
(B) Methodology, tools, and/or processes utilized in performing the work
(C) Demonstration of compliance with any applicable laws, regulations,
Executive Orders, OMB Circulars, professional standards, etc.
(D) Project schedule (i.e., major milestones, tasks, deliverables), including an
explanation of any delays
(E) How the work performed is similar in scope and complexity to that described
in the Statement of Work (Part I of this solicitation)
(F) Demonstration of specific experience and/or special qualifications detailed in
the Statement of Work (Part I of this solicitation)
(vi) Substitution For Relevant Project Experience If project experience does not exist, the
offeror may substitute relevant projects of predecessor companies or key persormel that
will be performing major aspects of the work. If the offeror chooses to make such a
substitution, the narratives must clearly identify the entity or personnel that performed the
services. This paragraph applies only to the following schedules:
(A) 520 Financial and Business Services (FABS),
(B) 738 II Language Services,
viii
6. (C) 738 X Human Resources and EEO Resources,
(D) 69 Training Aids & Devices, Instructor LED Training"Test Administration,
and
(E) 03FAC Facilities Maintenance and Management.
(3) Factor Three Past Performance: The offeror shall order and obtain a Past Performance
Evaluation from Open Ratings, Inc. (ORl). See FedBizOpps Document 6. Offerors are
responsible for payment to ORI for the Past Performance Evaluation.
(i) Past Performance Evaluations are valid for a period of one year from date of issuance
by ORI. The submission of an evaluation issued more than one year prior to the date of
proposal submission will result in rejection of the proposal.
(ii) The offeror shall submit one (I) copy of the completed Past Performance Evaluation
and one (I) copy of the order form (including information on up to 20 customer
references) with its proposal. Failure to submit the order form and the completed
evaluation with the offer will result in rejection of the proposal. A "customer reference" is
defined as a person or company that has purchased services from your firm.
(iii) Offeror is advised to use references from projects involving services related to this
solicitation and/or those performed under the appropriate NAICS code(s) related to
services offered. If these references were not provided to ORl, please explain why.
(iv) The offeror shall address any negative feedback contained in the ORI report. Explain
what actions your firm has taken to minimize the problems that resulted in negative
feedback.
(4) Factor Four Quality Control: Submit one narrative regardless of the number ofSINs offered,
not to exceed two (2) pages, addressing each ofthe following items to demonstrate your firm's
capabilities in satisfying ALL underlying requirements listed below.
(i) Describe the internal review procedures which facilitate high quality standards in the
organization.
(ii) Identify the individuals who will directly supervise or review projects specifically
regarding quality control.
(iii) State whether or not subcontractors are used and, if subcontractors are used, describe
the quality control measures the offeror uses to ensure acceptable subcontractor
performance.
(iv) Describe how your firm handles potential problem areas and solutions.
(v) Describe the procedures for insuring quality performance while meeting urgent
requirements.
(vi) Identify the strategies your firm will implement to manage and complete mUltiple
projects for multiple agencies simultaneously.
(c) Section III Price Proposal:
(1) GSA's pricing goal: Obtain equal to or better than the Most Favored Customer (MFC) pricing
with the same or similar terms and conditions. The U.S. Government Accountability Office has
specifically recommended that "the price analysis GSA does to establish the Government's MAS
negotiation objective should start with the best discount given to any of the vendor's customers."
GSA seeks to obtain the offeror's best price based on its evaluation of discounts, terms,
conditions, and concessions offered to commercial customers. If the MFC is a Federal agency,
but sales exist to commercial clients, identify which, ifany, of the commercial clients obtain the
best price. This will allow the Government to establish a "basis for award" customer in
accordance with the Price Reductions Clause 552.238-75, paragraph (a). The prices submitted
ix