...RISK MANAGEMENT GUIDE FOR DOD ACQUISITION Sixth Edition (Version 1.0) [pic] AUGUST, 2006 Department of Defense Preface The Department of Defense (DoD) recognizes that risk management is critical to acquisition program success (see the Defense Acquisition Guidebook (DAG), Section 11.4). The purpose of addressing risk on programs is to help ensure program cost, schedule, and performance objectives are achieved at every stage in the life cycle and to communicate to all stakeholders the process for uncovering, determining the scope of, and managing program uncertainties. Since risk can be associated with all aspects of a program, it is important to recognize that risk identification is part of the job of everyone and not just the program manager or systems engineer. That includes the test manager, financial manager, contracting officer, logistician, and every other team member. The purpose of this guide is to assist DoD and contractor Program Managers (PMs), program offices and Integrated Product Teams (IPTs) in effectively managing program risks during the entire acquisition process, including sustainment. This guide contains baseline information and explanations for a well-structured risk management program. The management concepts and ideas presented here encourage the use of risk-based management practices and suggest a process to address program risks without prescribing specific methods or tools....
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...Information System Briefing Deidre Johnson HCS/483 July 24, 2011 Lee Edwards Information System Briefing The dependency on information technology (IT) has increased progressively for organizations as a strategically important competitive advantage. If planned, developed, and managed properly, IT can bring about greater efficiency in organizational operations, better working environments, and effective decision-making processes. Therefore, many organizations are trying to catch up the development gap with the industry by means of technology acquisition. Technology acquisition process is essential in developing a good management Information system for an organization. Many IT projects have failed because of poor design planning, false selections of the development, and a lack of follow up on key milestones addressed in the acquisition process. The terms acquisition refers to all stages from buying, introducing, applying, adopting, adapting, localizing, and developing through to diffusion. The acquisition issue is multifaceted for various reasons including large variety of IT applications, rapid change in new technology, and involvement of several business entities in organization. The set of processes for the build, lease, or buy decision must be identical for every instance or business opportunity that arises. The process determine the strategic value and potential savings of the proposed project, as well as factors like business transformation...
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...technology into the day to day to operations. Also the management philosophy of Fields’ was in unison with the ideals of the founders. Debbi and Randy Fields were in control of every store and did not believe in franchising their stores. Their main motto was customer satisfaction and the profits came later. Felids’ enjoyed great success in the first decade of business but their first big failure happened when they acquired the 119 store French bakery/sandwich chain. La Petite Boulangerie (LPB) from PepsiCo in the April 1987. The acquisition was the part of the company’s diversification and expansion plan. Until the acquisition, the main product of the Fields’ were cookies alone which came in 14 different varieties. But the acquisition of LPB added a whole new range of products. LPB dealt with bakery products, with products ranging from croissants, breads, and various other baked goods including hot soups and sandwiches. Hence, the acquisition added a whole new dimension to Fields’ its products now involved cookies as a well as a whole new range of bakery products. But there are various reasons for the failure of the financial downturn of Fields’ after the...
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...Written Assignment 1 Bruce Hollis BUS 501 Government Acquisitions Strayer University 1. What actions would take in the planning process? Explain how you would go about developing the statement of need? Give examples of the information required and factors to be considered. Acquisition planning is a comprehensive plan coordinating the efforts of all parties responsible for the program in fulfilling the agency’s need in a timely manner, and at a reasonable cost. Since a program typically involves the efforts of many people and usually results in one or more contractual actions, an acquisition plan will guide the work of many people through one or more contractual actions. The plan shall address all the technical, business, management, and other significant considerations that will control the program throughout the investment life cycle. The plan shall be brief but comprehensive (Engel beck, 2002). I would ensure that all other considerations that influence the acquisition decision, such as which items are to be developed or produced in-house and which procured from outside the immediate organization. I would ensure the process demanded teamwork and that all responsible elements involved developed, coordinated, and integrated their prescribed body of knowledge into a comprehensive acquisition plan (i.e. Logistics, engineering, production, etc…). In order to develop the statement of need, mission needs result from the need to develop a capability, to improve an existing...
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...INTRODUCTION Cisco Systems was started by a team of husband and wife, Leonaid Bosack and Sandy J. Lerner in 1984. They developed the first specialized microcomputer that enable two or more networks communicate with each other by deciphering, translating and funnelling data between them. This microcomputer also called as “multi-protocol” router has opened up and boosted the functionality of the Internet world. Over the years, Cisco managed to become the spearhead in the data networking equipment market which saw the company provided and manufactured large-scale router that powered the Internet. As Cisco Systems grow and expand over the years, so did the company’s product portfolio. With routers and switches being the core products of the company, other products and services such as hubs, access products (connection for remote access), web scaling products and technologies, security products, InterWorks for SNA, IOS software and network management has slowly become a part of Cisco Systems product portfolio. This expansion of portfolio was made possible through the several acquisitions and partnerships. By 1998, Cisco managed to hold either number one or number two position in 14 of the 15 markets in which it competed. This has made Cisco the top choice among large companies to buy company’s line of products and services. This situation may also reflect from the strong financial growth of Cisco. From 1994 until 1998 Cisco’s total assets sky-rocketed from $1.1 billion to $8.9 billion...
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...INFORMATION SYSTEM BRIEFING KRISSI DUPORTE- MARTIN HCS483 MAY 28, 2014 JAMES TRUESDALE INFORMATION SYSTEM BRIEFING Information systems, when properly selected and implemented can minimize the amount of work that must be done by employees, which in turn can increase efficiency and productivity. This will enable the facility to give a better quality experience when patients come in for visits. Information systems are a part of a new wave of technology that institutions are welcoming. The process of selecting and acquiring an information system will not be a one or two person task, nor will it happen overnight. It takes a great deal of time as well as planning. It is best for medical office professionals to be informed on the details prior to beginning the process of acquiring an information system, how the organizations goals drive the selection process and the roles each organizations stakeholder’s play in the selection and acquisition process. This briefing will cover the process of selecting and acquiring an information system, how the organization’s goals drive the selection of a system and what roles the organization’s stakeholders have an impact on in the selection process. The first thing that must be done is to establish a project steering committee. Planning, organizing, coordinating, and managing all aspects of the acquisition process will be the committee’s primary function. After the committee has been formed the project goals should be outlines along with...
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...[pic] Student Guide for Performance Based Service Acquisition And The Seven Step Process (ACQ 265) Nov 2009 Table of Contents UNIT 1 Introduction UNIT 2 Form the Team, Review Current Strategy, Market Research Step 1: Form the Team Step 2: Review the Current Strategy Step 3: Market Research UNIT 3 An Industry Perspective: Approaching an Acquisition UNIT 4 Requirements Definition Step 4: Requirements Definition UNIT 5 Develop your Sourcing Strategy Step 5: Sourcing Strategy UNIT 6 Execute the Strategy Step 6: Execute the Strategy UNIT 7 Performance Management Step 7: Manage Performance Appendices I Acronym List II Glossary | | | |Course Title |Performance Based Service Acquisition (ACQ 265) | | | | | | | |Lesson Title | Course Introduction | | ...
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...THANE MUNICIPAL CORPORATION THANE DEVELOPMENT PLAN IMPLEMENTATION STATUS REPORT March, 2009 THANE MUNICIPAL CORPORATION THANE DEVELOPMENT PLAN IMPLEMENTATION STATUS REPORT March, 2009 THANE MUNICIPAL CORPORATION, THANE All rights reserved Compiled & Prepared by D.P. Implementation Cell Thane Municipal Corporation, Dr. Almeida Road, Panchpakhadi, Thane – 400 602 CONTENTS 1.0 THANE DEVELOPMENT PLAN AT A GLANCE..................................1 1.1 1.2 1.3 1.4 1.5 Development plan of Thane City ................................................1 The salient features of the sanctioned development plan ..........1 Broad zoning ..............................................................................2 Status of Reserved Sites ...........................................................2 Issues and Concerns in D.P. Implementation.............................4 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 LAND ACQUISITION...........................................................................5 MAJOR POLICY DECISION .............................................................13 MODIFICATIONS TO DCR & DP .....................................................17 RESERVATION DEVELOPMENT PROGRAMME ............................19 AMENTITY / R.G. DEVELOPMENT PROGRAMME.........................23 AREA IMPROVEMENT SCHEMES & MISSING LINKS ...................27 RECOVERY OF DEVELOPMENT CHARGES .................................29 OTHER ACHIVEMENTS .................
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...Assessment 1 Government Acquisition January 31, 2010 The first action in the planning process for a major procurement such as a Contracting Writing system is to determine the requirements of the procurement. Engelbeck( 2002), states “It is a fundamental policy that all government requirements are based on a need that is tied to a mission.” FAR 7.105 lists the requirements of a written acquisition plan and states, in part: “Introduce the plan by a brief statement of need. Summarize the technical and contractual history of the acquisition. Discuss feasible acquisition alternatives, the impact of prior acquisitions on those alternatives, and any related in-house effort.” In this case, the need is to improve an existing capability within the Department of Agriculture, since they already write proposals and contract to support agency needs. The technical history of the acquisition would consist of information about how the need was identified and why the procurement is needed. For example, perhaps a review of the contracting system at the Department of Agriculture suggested that overall contracting costs could be reduced by automating the proposal and contract writing function. The statement of need would also contain information about any alternatives considered and explain why this acquisition was selected to fill the need. Since the Department of Agriculture is currently writing contracts and proposals, the acquisition team can review the system being used currently...
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...the CMA Competency Map at an overall CS-2 level. The duration of work experience will be twenty-four months and all experience must be pre-approved by the Provincial/Territorial Society, as must any changes. Provincial and territorial offices may continue to monitor work experience throughout the duration of the candidate’s accreditation process. The candidate shall provide a written report on the nature, duration and time of the practical experience completed, which shall be verified by the candidate’s employer. Steps to be followed: 1. Candidates are to complete a self-evaluation, using the tables provided. Candidates will look at each competency sub-category and asses where their competency should be ranked (i.e. CS 1 (Acquisition), CS 2 (Basic Proficiency), CS 3 (Advanced Proficiency) or CS 4 (Mastery)). 2. For every competency within each function and enabling competency category, candidates are to provide a recent example of how this competency has been demonstrated in the workplace. This will support your overall ranking in each area (i.e. CS 1 through to CS 4). 3. All reports must be verified by your manager, or a CMA who is knowledgeable of your work experience, before submitting this report to the CMA office. The employer is verifying the examples provided, not confirming the competency level at which the candidate is working based on the self-evaluation. Please note: Although candidates must demonstrate they have acquired knowledge and skills...
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...Litman Director, Office of Acquisition and Grants Management Department of Transportation Lloyd W. Pratsch Procurement Executive Department of State Ida M. Ustad Deputy Associate Administrator for Acquisition Policy General Services Administration Robert A. Welch Director for Acquisition Management and Procurement Executive Department of Commerce Terrence J. Tychan Deputy Assistant Secretary for Grants and Acquisition Management Department of Health and Human Services Pauk A. Denett Director of Administration/Senior Procurement Executive Department of Interior Moving from Performance Measurement to Performance Management Guide to a Balanced Scorecard: Performance Management Methodology Preface T he members of the Procurement Executives’ Association (PEA) - an informal association of civilian procurement executives - have redesigned their programs for performance evaluation and management of acquisition systems. They have moved from headquartersbased, process-oriented oversight programs to ones which rely more on self or local assessment of performance against departmental or agency expectations. Through the use of assessment approaches based on performance measurement models developed by a federal interagency team chartered by this Association, the participating procurement organizations have fundamentally redesigned performance assessment. From the very beginning of the transition from the traditional purchasing system reviews to the redesigned assessment...
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...Analysis on Merck's Acquisition of Medco The reason behind a lot of Mergers & Acquisitions is due to the many changing forces in the business environment. Competitiveness, survival and profitability are key factors to the M&A. In the case of Merck, the plan for acquisition of Medco followed as competitors such as SmithKline Beecham, Roche Holdings Limited Eli Lilly and Company announced their plans to acquire other pharmaceutical companies and Health systems such as those of Diversified Pharmaceutical Services Incorporate, Syntel Corporation and PSC Health Systems, respectively. There still exist concerns on the executive team's side regarding whether or not to move forward with the acquisitions. Some favor the move and some do not. There are concerns about the synergies and integration of a highly research oriented pharmaceutical company such as Merck with a drug marketing company like Medco. In addition, there are concerns on the need to continue increasing the stock price for Merck and about the different business cultures between the two and how they may not mix well. This could result in an expensive failure. On the other hand, the marketing department fully supports the acquisition. The acquisition will provide leverage for marketing opportunities in the managed care area, given the size of the database for Medco. So, the plan is for Merck to acquire Medco for a $6.6 billion offer. Clear and substantive analysis of the M&A is needed for better decision making. Medco...
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...Acquisition Planning 2 Compare and contrast how the listed agencies, such as the Departments of Health and Human Services (HHS), Homeland Security (DHS), and the National Aeronautics and Space Administration (NASA), have carried out acquisition planning. HHS, DHS and NASA are required to have written acquisition plans which must be close to what the elements in the FAR states. DHS and NASA also have the cost estimates and requirements documents when preparing the acquisition plan along with the consideration if lessons learned. HHS, DHS and NASA have different dollar thresholds when written acquisition plans are required. HHS written acquisition plan threshold was $500,000 and above as DHS was $10,000 and above and NASA was $10 million and above the written acquisition plan. A written acquisition plan helps to ensure thorough planning, which DHS and NASA prepared the written plan even though they were not required to. NASA and HHS require different written acquisition plans for contracts. NASA contracts valued at $10 million and above is necessary for a written acquisition plan because it improves documentation and helps with the training of staff that does not have that much experience. HHS contract valued at $500,000 and above requires a written acquisition plan because it gives the procurement office a better look at the overall acquisition planning. Compare and contrast how these same three (3) agencies have established policies that set different...
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...Morningstar Document Research FORM 10-K ORACLE CORP - ORCL Filed: June 28, 2011 (period: May 31, 2011) Annual report with a comprehensive overview of the company ® ℠ Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K ⌧ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended May 31, 2011 OR � TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number: 000-51788 Oracle Corporation (Exact name of registrant as specified in its charter) Delaware (State or other jurisdiction of incorporation or organization) 54-2185193 (I.R.S. Employer Identification No.) 500 Oracle Parkway Redwood City, California (Address of principal executive offices) 94065 (Zip Code) (650) 506-7000 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common Stock, par value $0.01 per share The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. YES ⌧ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. YES � NO...
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...MANAGING INFORMATION SYSTEMS: A PRACTICAL ASSESSMENT TOOL Preview Version February 1999 By the Information Technology Resources Board www.itrb.gov FOREWORD The Information Technology Resources Board (ITRB) is pleased to issue Managing Information Systems: A Practical Assessment Tool. This instrument is designed to assist Federal agencies in understanding how to strategically apply information technology to achieve their missions and deliver services and products. The Assessment Tool contains a broad array of questions in nine areas from which to evaluate information technology systems: mission and vision, customers, business focus, executive direction, capital planning, project management, performance management, acquisition, and architecture. These questions reflect the ITRB members' extensive on-the-job experiences, as well as insights gained from assessments of critical information systems across the Federal government during the past several years. This is a preview version of the Assessment Tool, which will continue to be enhanced over time. Comments or suggestions for improving it should be sent to: Ginni Schaeffer Interagency IT Strategies Division 1800 F Street N.W. Room 2227 Washington, DC 20405 Additional information on the ITRB is available at www.itrb.gov Arnold Bresnick Chair Information Technology Resources Board ACKNOWLEDGEMENTS Information Technology Resources Board (ITRB) ...
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