Defense Acquisition Contract: A Case Study

Estimate the project’s operating cash flows for each year of the project’s economic life. (Hint: Use Table 2 as a guide)

3. Explain two methods that can be used in order to identify realistic estimations when developing a budget. [2.2]

Project A: This project is new to your company. You do not feel confident in estimating the project costs using internal resources. There are other companies that have done this type of work. Yet you still want the most accurate estimates possible.

3. Explain two methods that can be used in order to identify realistic estimations when developing a budget. [2.2]

592 Week 1 DQ 1 WBS Construction PROJ 592 Week 1 DQ 2 Project Cost Estimates and Assumptions PROJ 592 Week 2 DQ 1 Cost Components PROJ 592 Week 2 DQ 2 Estimating Processes PROJ 592 Week 3 DQ 1 Project Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592 Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592

(TCO B) Good project cost estimations are critical to a successful project. With that in mind, compare and contrast parametric estimating and vendor bid analysis as cost estimation techniques on a project. Please provide an example of each.

Cari Connell leased an apartment from Maryland Arms and experienced a fire due to a hair dryer that was plugged in by Ms. Connell. Maryland Arms repaired the apartment and sent a bill to Ms. Connell for a total of 8,533.81. Ms. Connell did not pay and was evicted and taken to court by Maryland Arms. Ms. Connell argued that the fire was accidental in nature and not by negligence which neither the lease nor Wisconsin permitted claims for damages when they are not caused by negligence by tenant. Maryland Arms voiced Ms. Connell was liable due to the leases liability paragraph.

budget. As the project evolves, additional information is discovered and further estimates are produced. This is an extremely important process and we cannot emphasize enough the need for this re‐estimation or re‐budgeting process at each phase of the project. In any case, for the purpose of this article, we will call the revised budget the "actual budget." Another standard activity is to provide management with an expected cash flow. From a financial perspective this is an important activity, but it also can be used as your cost expectation.

By having the right filters and anti-spoofing (It stops the packets coming from non-IP broadcasts) will prevent these attacks. Controlling and monitoring the filter configurations, updating the filters and configuring the anti-virus software’s will help.

As if it were not complex enough, the Defense Acquisition System (DAS) resides within a complex system. Congress, industry, and national strategy all influence and affect the acquisition process. Mass-producing the effectiveness of the Mine-Resistant Ambush Protected vehicle (MRAP) acquisition may tempt the amateur. However, although the unprecedented speed and strategic leader attention afforded the MRAP acquisition resulted in relative success, the process should not be used as a model for future acquisitions.

As indicated by DoD, the nature of government quality housing has declined for over 30 years due to an absence of need. On account of worries that low quality housing could bring about administration individuals to leave the military, DoD proposed a privatization venture, for intercepting its housing issue more efficiently and effectively. The subsequent authorization approved the Military Housing Privatization Initiative, which allowed DoD to go into a private venture to manufacture and remodel military housing both on and off military installations. (G.A.O, 2013)

Since the optimistic and pessimistic estimates for project tasks are unknown, the following table assumes an optimistic estimate of 90% and a pessimistic estimate of 130% of each task’s original duration

ABI is using a top-down process in this project, meaning that determination of the final budget comes almost strictly from a compilation of experiences and judgments of the top and mid-level managers in the company. The higher-level managers break down costs into major categories, pass down their cost estimates to the next lowest level, lower-level managers break the major categories down into subcategories and so on until the estimation process reaches the lowest level of the company. By the end, each level knows the specific amount of money that it is allotted to complete the project tasks required at that level. Because the project is so extensive in price and risk, it would have been smarter for them use a bottom-up process which would have involved the employees who would actually be part of the work team so that management could get a more accurate estimate of the time and money that would be required to complete the project.

5. The project is assumed to end in year 4. Do you think that this is realistic? Can you estimate the value of the project’s operating cash flows beyond year 4? State any assumptions you made.

parametric estimating to set cost targets with TrueMapper® feature to cross-check estimators’ bottom-up estimates in Excel based on Work Breakdown Structure (WBS). Improve knowledge capture by creating an historical data repository of cost models to source information for future projects.