PSP Executive Summary

Within the community, there are various business units all of which have different needs and concentrations. Additionally, not only was the PMCOE tasked to support a large number of AT&T project managers, they had to also understand which services were most important to them.

The strategy plan submitted by the USPS, Vision Plan 2009-2013, outlines where they must go from here. Mintzberg states it best in his article in the Harvard Business Review, “that most successful strategies are visions, not plans (1994).”

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

Performed oversight assessment of Contractor's Purchase Card (P-Card) procedures reviewed for detection of fraud, waste, and abuse, resulting in tighter internal controls (less card holders) and updates in contractor’s policies and procedures; Recommendations were made regarding safety and morale functions and incentives, and policies have been amended to tighten internal controls and to conform to federal regulations; Details given to federal lead for advice on performance fees of cost plus type contracts; Provided guidance to program managers and accountants on changes in law, policies, and procedures.

Jenkins, Fletcher Partners (JFP) has the potential to thrive and succeed in the financial service industry with stimulated, productive, and satisfied employees. However, there are small and large issues to be addressed in order to carry that in action. In this specific case analysis, we analyze the issues hindering JFP from further development, and suggest respective and appropriate suggestions to resolve those problems. First, a thorough evaluation of JFP shed light on a number of issues:

Duties included the administration of basic contracts and delivery/task orders against Basic Ordering Agreements and Indefinite Quantity contracts which encompass the spectrum of contract types from firm fixed price, cost types and special provisions. Reviewed contracts to determine required administrative functions to include coordination with the PCO, Contracting Officers Representative, contractor and DFAS. Monitored contractor performance for compliance with applicable laws, delivery schedules, payment provisions, contract data reporting requirements, and other contractual requirements. Analyzed contract funds status reports including the review and resolution of excess funds, request and review audits, monitor electronic payment functions, and resolve conflicting expenditures. Issued contract modifications and performed final closeout of assigned contracts to include reconciliation of funds and accounting for Government-Furnished property. Reviewed different types of audit reports to included systems, incurred costs and CAS issues and resolved penalty and other DCAA findings. Thoroughly researched inspection and acceptance problem tracked to a delegation issue, resolution enabling contract closeout. Provided Contract Audit Follow-up support to Administrative Contracting Officer on estimating

This third party implementation started December 7th with the anticipation to go life within the same month based on the External Communication Plan (Appendix A) with Viewpost facilitator Kristin Flentke, Information Technology Representative, James Collins, and Director Net Revenue & Analyst, Andrew Whitlock. Accounts Payable team joined soon after, starting with Manager of Accounts Payable, Kay Hamilton, Supervisor of Accounts Payable, Gregory Bush, follow by Supervisor Business System Analyst, Allison Baschnagel and her team, Karla Smith, and Megan Wilson, who are both Business System Analyst. Vendors Services Team was the last to join that included Eiden Hughes and I, to contribute with onboarding vendors. In order to communicate effectively

It is important for teams to know where their puzzle piece fits into the larger picture of AP. Sammi developed a great mini-crash course presentation on the Lifecycle of a Partner and how all the departments at AP work together. She also speaks to the importance of the information the ES team provides to the Marketing team and how that information impacts our decisions.” – Brittany

This Performance Work Statement (PWS) provides high-level task information to establish Blanket Purchase Agreements (BPA), against the General Services Administration’s (GSA) Multiple Award Schedule contracts. The multiple task orders issued under this BPA will be enterprise-wide and highly visible across the Internal Revenue Service (IRS). The IRS may place orders against this BPA as individual projects/workstreams that are identified for contractor support. However, it is emphasized that there are no intended or implied guarantees regarding the usage of this vehicle. Some orders may be conducted simultaneously or separately.

At digitGaps, we assist our clients in devising strategies which help them in achieving their goal in shortest and most effective way. We also help our clients in identifying growth opportunities and support functions from finance, strategy, innovation and insights, to category to marketing teams. digitGaps offer a broad range of business consulting services which help our customers in formulating high-impact strategies and addressing key business issues. DigitGaps team has an expertise in devising strategies that are aligned with industry requirements and client goals. We have been successfully addressing the challenges that are impacting business growth. DigitGaps has proven track record of managing most crucial client issues through our

To meet the needs of clients I would ensure the system created held internal consistency. Make sure that it matches a variety of industry goals. Make sure each policy fits into an integrated pattern, and caters to a variety of industries so that it relates to other policies and future goals industry leaders may be pursuing. I must also be sure the system is consistent with the industry environment.

This business case outlines how the CPOE Project will address current business concerns, the benefits of the project, and recommendations and justification of the project. The business case also discusses detailed project goals, performance measures, assumptions, and constraints.

The company Baria Planning Solutions is a specialty provider of spend analysis and management services to its customers. BPS was an early entrant into the market but rapid market growth in the past few years has attracted larger software companies to the market. In order to remain competitive against larger companies BPS has expanded beyond the energy sector to acquire other industry-niche providers. Once additional industry sector firms were acquired BPS was tasked with integrating parts of their operations across sectors to ensure operating efficiency. Each industry firm provided services to address the same general type of customer needs but they all differed in