As the Ground Station software lead for the Triton Unmanned Air Vehicle (UAV) program, I recognized that the review of software Contract Data Requirements List (CDRL) items had become a continuous “do loop” and was tying up valuable program resources. My team was responsible for the review of over 30 CDRLs and their preparation and review was costing the program almost $15,000 apiece for each review cycle. We had fallen into a rut where the documents were submitted, my team along with subject matter experts would review and provide comments. The contractor team would then respond to these comments without any coordination and resubmit the documents. My team would not agree with the adjudication of the comments so the review process would start all over again. This process needed to improve to save the program both time and money. First, I worked with my contractor counterpart to develop a strategy to improve the joint review process. I proposed shifting the bulk of the review effort to a peer review which was an informal review and required less involvement up the program chain and was a cost savings. In return for adding this additional review, I agreed to conduct the review in half the time of a …show more content…
I developed a checklist for the team to focus on during their review and conduced training so all team members understood their responsibilities. Knowing what and how to review enabled the team to conduct the review more quickly and efficiently. The review team consisted of my team along with a diverse group of specialty engineers across the entire program. To ensure that everyone was “on the same page”, I developed a notification template that provided all due dates, location of the documents to be reviewed and instructions on the review itself. Since each reviewer was focusing on their specialty area, I would also include specific document sections for them to concentrate
To fulfill the agreed upon task of project administration and management, I write requests for information, review samples, and to distribute documents to the specialty contractors. To create requests for information, we use a system called TeamBuild. Once the document is published, all designers affected by the question are notified, and have a week to respond. TeamBuild streamlines communication and allows for quicker responses. When reviewing samples, I enjoy handling the different materials, and comparing them to the construction documents. Since our architect is in Los Angeles, it takes finite coordination to make all opinions are incorporated. Lastly, whenever a new set of documents is released, it is my job to make sure the affected subcontractors are able to have access the updated information. By emailing out the new documents, and giving the company a phone call
Kudler Fine Foods uses a loyalty program which, as it currently stands, serves to “increase the consumer purchase cycle as a means to increase the loyalty and profitability of its consumers,” (p. 1, University of Phoenix, 2007); management is proposing the implementation of a new multi-media shopping cart that will appeal to the high-end clientele as well as track more customer data and improve sales. The Media cart gathers key information that will enable the marketing department to customize better the shopping experience, making use of in-store advertising, and collect data related to consumer activity (Media Cart, 2010). Although the initial investment in the carts may seem high, the return on
Identify one major exclusion and one tax credit. Find the relevant Internal Revenue Code Section that provides for the exclusion or credit using IRS.GOV, copy the first paragraph, including the Code Section, and paste it into your post. Please answer this question for each: Did Congress enact this exclusion or credit for a social or economic purpose? Or both? For your third post this week, identify one of your colleagues' posts and respond to their observations with a concurrence or not; either way, support your position. Discuss which provides a greater tax advantage to the taxpayer, deductions or tax credits.
As the Ground Station software lead for the Triton Unmanned Air Vehicle (UAV) program, I recognized that the review of software Contract Data Requirements List (CDRL) items was tying up valuable resources and incurring additional costs. Multiple review cycles were no value added to the program. Contractor preparation cost for each submission was almost $15,000 so reducing the number of review cycles was a cost savings goal. My ten person review team was responsible for the review of over 30 CDRLs. The team reviewed and provided comments for each submission. The contractor team would then provide a formal resubmission in response. My team would disagree with the response so the process would start again. This process needed improvement to save both time and money.
Jordan arrived at PAAL and quickly located and interacted with his staff. Jordan was prompted to change into his school clothes. Jordan needed assistance with putting his pants in the correct direction. When arriving to the house, Jordan requested a snack. Staff encouraged Jordan to prepare and eat his breakfast before obtaining a snack. Jordan independently arranged and ate his breakfast. Following his meal, Jordan completed his hygiene. While shaving Jordan needed prompting to keep razor on target areas as well as locating specified areas. When brushing his teeth, Jordan needed prompting to turn his brush and brush the top of his mouth. Jordan again requested and was given a snack.
Because I have primarily been a content creator for corporate marketing departments and ad agencies and not been charged with the duties of handling overall metrics analyses, I would like to address these specific questions from my observations as a consumer. I will continue my observations from my experience with the online linen company that I used in the previous discussion. As I had indicated before, this company engaged in daily and sometimes twice daily emails after I subscribed to updates on their website when I reviewed their products (which they should have tracked to create personalized emails).
District Attorney’s Office -Administrative Assistant. Handled all travel arrangement for attorneys and clerical staff: transportation, hotel, food, etc. Entered information in on a data base for all new employees also removed information when employees were dismissed. Submitted work time sheets for employees, distribute payroll checks to employees.
By sending mail directly or making personal calls to all the doctors, administrators, and any other relevant personnel as well as visiting them if possible, we can establish a relationship with the customers at virtually no cost. However, the expected time commitment for the product is the most important part of our marketing strategy. Firstly, we will have to determine the persons to contact at the hospitals and nursing homes. Secondly, our team will have to determine when and how often we contact the target audience. Lastly, we will need to work on our communication skills and make sure that we are striking the right tone and positively convincing them to switch to our product. The response we receive is going to be our yardstick for determining
Chapter one started off with an interesting case about a married couple, who are doctors and decided to work within the same hospital. Soon after they started to work there, their marriage started to suffer and in the end they decided to get a divorce. Mr. Whittamore decided that he was going to leave the hospital and was thinking about opening his own clinic, even though it was against his contract. He thought that he would go talk to Singson and explain the situation to him and see if the contract could be overlooked and allow him to open his clinic. Singson told Whittamore that the contract would stand. Singson responds made Whittamore upset and the conflict between Singson and Whittamore started. The chapter continued talking about the approaches that people may use in order to
Contract monitoring is the systematic review of a contractor’s records, activities, etc. to ensure compliance with the terms and conditions of the contract (Texas HHSC 2015). Because privatization aims to provide the government with the best value in terms of quality, service, and conditions, contracting does not end after the procurement process (Schooner 2011, 3). The administration of the contract, including monitoring, is just as important to ensuring that the state gets the best value. Despite the fact that there is a clear contract monitoring process within HHS, time is not always invested into developing a comprehensive monitoring approach and funds are not always allocated towards that process, preventing agencies
To meet the requirements desired by the President and Vice President of the Acme Corporation, I believe that they will only need four servers, considering it is such a small business of less than 20 people. All of the servers will be running Windows Server 2008 R2. The following servers will be: a file and printer server, an email and web server, and an SQL server.
I work closely with other employees and Partner of the firm. All questions raised by employees on the files regarding the accounting and tax are answered by myself. If I am not sure I will consult with Partner. This allows me to regularly update my knowledge with any new update. Therefore, it is important that I develop and maintain a positive relationship with both employees and Partner. It also assists in the company to create a positive environment where I am available to answer the questions asked by employees and resolve the problems.
Being one of our brightest client’s we feel that our ability to communicate with each other on a more personal basis is acceptable. Resolving an open issue, by completely terminating all female technicians over the age of 45 and replacing them with male employees under the age of 25 will not be in your best interest. Therefore, I am brining to your attention our thoughts and concerns with your conclusions on this manner.
There are many acts that help the employees within the workforce. The acts we will be discussing are as follows: Americans with Disabilities Act, Age Discrimination in Employment act, Occupational Safety and Health Act, Family Medical Leave Act, and Fair Labor Standards Act. We will also be discussing harassment, diversity, and grievances.
After the TSCC model was created, VM realized that they and O&M shared in creating the defects and decided to split the cost of rework and appropriate 50% of it to themselves in the TSCC.This deflected any adversarial relationship and helped them both improve the process. The mindset of VM in splitting rework costs 50/50 with O&M also encouraged them to share equally in any real savings from the program. The “gain share contract” incentivized VM to reduce its costs and ensured O&M would implement efficient processes and keep costs low.