A. Lead Auditors Roles Lack Definition and Authority The common problem with informal leadership

Profession is a paid occupation that requires a long period of intense training to become an expert in a particular field. Professionals provide a service. Their experience and knowledge base are trusted by those who seek advice The Army as a Profession of Arms provides a service. Its services are unique, it provides security, ethical professionalism in lethality weapons and operations. The Army profession and professionals are diverse, that are trained in many task.

The United States government is the largest single purchaser of goods and services in the world. Even during times of economic hardship, the US continues to dump billions into the private sector. The federal procurement spending rate of growth has surpassed the rate of U.S. inflation every year, since 2000. With annual federal procurement budgets of more than $400 billion, it is no surprise that the competition for government contracts has increased tremendously. Consequently, more and more companies are trying to get a piece of the action. When these companies adhere to all of the required regulations and statutes, they expect their proposals to be evaluated and the contract awarded in

In 1959, the United States Air Force took the beginning steps of implementing a process that was based on the Government Accountability Office’s recommendation. This process required certification of contractor cost data, as recommended. The Department of Defense followed the example set by the Air Force by issuing a revision to the Armed Services Procurement Regulations to require certification of cost data.

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

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.

Vendor Oversight has developed and maintains a robust third-party oversight program to efficiently and effectively source, vet, onboard and continually evaluate the performance of PUF third-party providers. As part of this process, each vendor is assigned

You work with a Government agency managing several large defense contracts. On one of these contracts with a contractor named ATI, an issue has arisen concerning the allowability of certain ATI incurred and invoiced costs. ATI's contract is a cost plus award fee contract. The specific costs in question involve some $50,000 in costs running the ATI fitness center at the ATI main business campus. Additionally, ATI paid $500,000 to a political action committee (PAC) which supports legislative initiatives for defense contractors. Finally, ATI incurred and invoiced the Government $1.5 million for its legal fees associated with a proceeding brought against it by the local U.S. Attorney's Office for an alleged violation of

CONDITION: Auditors selected two ETA 9130s (cost reports) that were noted as delinquent in the Delinquent 9130 Quarter Ending September 30, 2014 report. For one of the two reports, revealed that an FPO did not review, analyze, and accept the grantee’s cost report until approximately four months after the grantee’s initial submission.

This Cost Benefit Analysis (CBA) supports the establishment of one (1) civilian Senior Auditor, GS-13 (1 Req / 1 Auth) position. A key purpose of the additional position is to ensure continuity of operations and address a growing backlog of unexecuted engagements/duties not currently provided by the authorized staffing level.

A 2 B Weaknesses in Personal Leadership Practice Lack of Authority: my first weakness of Servant leader is the lack of authority, When the employee sees me catering for their needs extremely, they no longer see me as an authoritative fire. It's my responsibility to push them for a better performance but some of them are using this to minimize my authority as a leader. I see my self losing my sense of authority and stepping back into my role as their manager is always difficult when I rendered some kind of assistance to them. I found it difficult to detach from employee whenever there is a task assigned to them and this is making me to combine their own responsibilities with mine resulting to overworking myself.

| |Risk Management and Financial Oversight Division | | | |Position Title: | |   | |Lead, Audit Oversight | | | |Job Term: | |

Strict adherence to formal procedures characterizes sealed bidding which attempts to provide a “level playing field” or as a multitude of references point out equal footing to all bidders who compete for a contract. Competitive negotiation is a more flexible process that enables the agency to conduct discussions, evaluate offers, and award the contract using price and other factors. The Federal Acquisition Regulation (FAR), whose origins can be traced back to the ASPA of 1947 was codified at Title 48 of the Code of Federal Regulations and became effective 1 April 1984. The FAR contains the uniform policies and procedures for acquisitions by all federal agencies to date. It addresses nearly every procurement related statute or executive policy; and subsequently encompasses every stage of the acquisition process. In a nutshell, FAR appears to have modernized and thus enveloped the aforementioned three acts.

In its defense, NNS claimed that DCAA may subpoena materials that it is used only for determining contract costs or data that is utilized for allocating costs to specific Government contracts. However, these documents provide DCAA with factual data that is used to verify actual cost both direct and indirect (i.e. G&A overhead cost.) The court rejected NNS’s argument that proposes that DCAA can only review cost or pricing data used to calculate costs charged to the Government.

For nonpublic companies auditing guidance are issued by the American Institute of Certified Public Accountants, AICPA. Prior to PCAOB, AICPA served as the primary governing body of public accounting profession. Since the roles have changed with PCAOB regarding the auditing standards for public companies, the AICPA is still developing standards for the nonpublic companies. The organization has developed four fundamental principles that govern an audit conducted in accordance with GAAP. The principles are:

One of the risks for the 1997 audit is revenue recognition. This is an important risk for the audit because Paragon is constructing many new facilities, and how they record/allocate revenues for contracts were been questioned and are not in line with industry standards. Paragon has recorded costs on construction projects that did not exist or were not yet at the percent of completion being charged to the customer, this led to the creation of fictitious revenues. Boyd and Curbello caused the material understatement of costs by knowingly ignoring cost estimates in order to