Professional Development Program Essay Sample free essay sample

Aim of Assignment: †¢ SPECIFICATIONS – To show the ability to compose good specifications †¢ ETHICS – To understand the ethical considerations involved in undertaking procurance direction †¢ TENDERING – To understand the demands for administrating the tendering procedure †¢ CONTRACT ADMINISTRATION – To cover with jobs during the contract disposal procedure Assignment – Four inquiries 1. SPECIFICATIONS [ 24 ] .Write. for a mousetrap:i. Descriptive specification ( including pulling. if necessary ) ; and ( 12 ) two. Performance specification ( 12 )2. Ethical motive IN PROCURMENT [ 31 ]A. Case Study – Ms Smith ( 16 )B. Briefly analyse. from your undertaking experience. 1 state of affairs or chance that exists for procurance forces to move unethically during the undertaking procurance procedure and place which ethical rules are threatened. ( 6 ) C. Briefly describe 3 diverse schemes that the undertaking director might utilize to understate the likeliness of unethical behavior by undertaking procurance forces? ( 9 ) 3. TENDERING [ 20 ] . Case Study – Ray Gunn – see attached4. CONTRACT ADMINISTRATION [ 25 ] Case Study – Tom Dewey Dates A ; Punishments Date given: TBA.Date due: TBA.Students are given sufficient clip to bring forth the assignment and the deadline will be purely enforced. We will write a custom essay sample on Professional Development Program Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page If an assignment is handed in late the pupil will be penalised in conformity with the unit lineation. Format The assignment must be typed on A4 paper ( utilizing one side merely ) in individual infinite typewriting and presented with a cover sheet puting out your name. lecturer’s name. unit rubric and the subject of the assignment. All documents should be numbered. All assignments should be exhaustively checked for typing. spelling and grammatical mistakes before being submitted. Work of an unacceptable quality will be returned for rectification and re-submission. Question 2 ( a ) CASE STUDY – ETHICS IN PROCUREMENT – MS SMITH Ms Smith had served her public sector bureau dependably for more than 20 old ages. She had achieved many of her personal aspirations. but felt she had reached her bound sing publicity. When the services of her administration were to be assessed for outsourcing. Ms Smith saw this as an chance to prosecute a new calling in the private sector. With her in-depth cognition of her administration and her grasp of the booby traps any service supplier would confront in taking over from the bing public sector supplier. Ms Smith sought to help the company she thought had the best potency to win with its stamp development. Deeply ingrained with the position that she would be moving improperly if she assisted any company during working hours. Ms Smith went on three hebdomads leave. During this clip. she contacted ABC Limited and offered her services and expertness. She explained she intended to go forth the populace sector and felt her expertness and experience might be of aid in the development of ABC’s command. Careful non to be seen to hold solicited Ms Smith’s aid. ABC asked her to corroborate there was no hindrance in her working on the command. Ms Smith confirmed that she believed she was free to help ABC. peculiarly as she was on leave. She farther added that she sought no payment for her advice. but felt she would be a good ‘catch’ if ABC won the contract. Satisfied. and happy to hold clearly believable aid with its command. ABC brought Ms Smith into the command squad for her leave period and offered her a topographic point on the company’s squad to present the service to the authorities should it win. At an industry briefing for the tenderers the authorities squad. which included Ms Smith as an perceiver. detailed the specification. agreements for command and stamp rating. Ms Smith’s supervisor noted that she seemed to cognize the ABC people and non people from the other companies present. He casually asked Ms Smith where she had met the ABC squad antecedently and was amazed when she told him she had been assisting ABC while on leave. She indicated her personal penchant to see ABC win the contr act. as she would go an employee if this occurred. Question 2 ( a ) 1. What is ( are ) the ethical job ( s ) ? ( 6 )2. Analyse. in ethical footings. the available options for actions by the Supervisor? ( 10 ) Please see cover sheet for Questions 2 ( b-c ) Question 3 – CASE STUDY – THE TENDERING PROCESS – RAY GUNN A client. Gerry Hatrick. engaged Ray Gunn a undertaking direction adviser. to obtain stamps for a building undertaking. He tried to deter GH from utilizing an unfastened tendering procedure but GH was inexorable that no 1 should be denied the chance of tendering a monetary value for his undertaking. Ray was every bit inexorable that in private inquiring a choice group of contractors to tender would give more confidence of value for money. An advertizement in the day-to-day newspaper was punctually inserted and the stopping point of the tendering period was advertised as 12 midday on 3rd November. in Project Inc’s office The latest estimated cost of the undertaking. prepared by Ray. was $ 1. 900. 000. Tenders had been sought for monetary value merely. non for building times. the clip holding been stipulated by in the tendering paperss as 38 hebdomads. The monetary values were specified to be steadfast monetary value non capable to escalation accommodations Six stamps had been r eceived by 12 midday. Ray began to open the stamp envelopes: †¢ The first stamp opened. from Speedy A ; Co. was $ 1. 770. 000 †¢ The following stamp opened. from Empire Builders. was $ 1. 842. 000 †¢ The 3rd stamp. from Bill Ding Corp. . was $ 1. 955. 000. to which was added the footer. â€Å"This stamp will be reduced by 10. 5 % if an escalation clause is included in the contract† †¢ Just so. Jack Rafter from Slip Shod Constructions arrived with a stamp after being held up in traffic congestion on his manner to subject the stamp. It was eight proceedingss past midday. Jack left so opened the envelope. The stamp was $ 1. 700. 000. †¢ The following stamp opened. from De Fektif Constructions. was $ 1. 666. 000. †¢ The following stamp opened. from T. Mahal. was $ 2. 166. 665 †¢ The last stamp opened. from NBG Co. was $ 1. 967. 000. which was endorsed with the words. â€Å"An alternate stamp of $ 1. 800. 000 is applicable in the event that the building period is changed to 42 weeks† †¢ Ray went to tiffin and on his return there was a telephone message from De Fektif Constructions. stating that there had been an mistake in their stamp. which should hold read $ 1. 695. 000 He knew really small about any of the tenderers. During the stamp period he had enquired of some of his co-workers as to their cognition of the tenderers. All he cou ld happen out was that Speedy A ; Co. had a repute for being late coating undertakings. for no evident ground other than hapless administration. and that Empire Builders did non bask good relationships with other undertaking directors. because of Empire’s expertness in doing contractual claims for extra payments Ray decided that before making anything else he should phone De Fektif and state them what to make with their amended stamp. It was Paul Bearer who answered the phone: †¢ Ray: â€Å"Your telephone message about an mistake in your stamp was a waste of clip. You can’t alter the regulations. The best you can make is to withdraw† †¢ Paul: â€Å"OK. we withdraw our first stamp but out corrected monetary value still stands† †¢ Ray: â€Å"No. it doesn’t. It would be most unjust to alter your monetary value after the official deadline. I shall disregard both of your prices† †¢ Paul: â€Å"I’ll direct my amended monetary value direct to Gerry Hatrick. He’ll understand that we have made a echt mistake. † The conversation ended. GH was abroad and could non be contacted. Ray hence decided to set his recommendations in authorship and direct GH a missive to be waiting for him on his return. which was the process that had been agreed before GH departed. anyhow Question 3 1. What is your sentiment of the tendering procedure. every bit far as it is known? ( 10 ) 2. As Ray. compose an appropriate comprehensive missive to the client. ( 10 ) Question 4 – CASE STUDY – CONTRACT ADMINISTRATION – TOM DEWEY In June 1995. Tom Dewey. buying director for Builder’s Bank. Inc. ’s ( BBI ) New York office. wanted to decide a set of jobs originating from the purchase of 80 chairs for the executive council chamber. BBI was a big international bank with operations throughout the universe. It had late purchased an office edifice and had hired the well-known designer Peter Tropper to make the major design and redevelopment programs. The buying section in the New York office was responsible for all local purchases. in add-on to a few major purchases for the international offices. The bank did non hold an approved provider list ; an invitation to offer was an indicant that the possible provider was considered qualified. The architectural house of Peter Tropper was hired to redesign the full edifice. including the choice of furniture. Once the design was completed. a working group. including the president and frailty president. had approved the design. including choice and coloring mater ial for all major furniture. The buying section did non take part in this procedure. In June 1994. Peter Tropper sent a specification sheet to the buying section for all purchases. which included theoretical account figure and maker. Suppliers would offer on the same maker. with no permutations allowed. Although the section had the option to divide the order between providers. Tom Dewey decided to order though a individual beginning. In late June. the working group asked Tom Dewey to subject a budget of what the bank would hold to pass to finish the redevelopment during financial 1995. Therefore. in early July. Tom Dewey submitted a petition for proposal ( RFP ) to ten possible providers. all of which responded. When the commands were received in mid-August. the working group reviewed the commands and rejected them as being excessively high. The working group and Peter Tropper agreed to a scaling down of the work proposed. A hebdomad subsequently. Tom Dewey sent new specifications to the same 10 providers. of which eight responded. The low command on the RFP was $ 1. 3 million. submitted by ABCO Furniture. a big local furniture trader. In September. the working group authorised Tom Dewey to buy major furniture and the chairs for the executive council chamber numbering $ 400 000. Amo ng the points on the RFP were eighty leather chairs for the executive council chamber. These chairs have a individual base and a fixed jury base. which would non let the chairs to sway or pivot. Twelve of the chairs. bing $ 1 500 each. required installing in concrete. with the staying 68 chairs. bing $ 1 300 each. holding bases that could be installed on wood flooring. The RFP made no reference of installing. In February 1995. ABCO Furniture informed Tom Dewey that the chairs were ready. Since the council chamber was still under building. he arranged to hold ABCO hive away the chairs. with the understanding that he honour the bill in March. The bill was paid in late March and ABCO stored the chairs until they were delivered on the forenoon of April 22. 1995. When the chairs were delivered. the building director talked with Peter Tropper sing installing. The building director told Tom Dewey that the designer had said he would give elaborate drawings sing installing of the chairs. although the drawings had non been received. When Tom Dewey asked Peter Tropper about the job. Peter indicated that Purchasing. holding bought the chairs. was responsible for installing. Peter Troppe r besides stated that he had informed Purchasing. by missive in late March. that Buying was responsible for installing. At the direction of Tom Dewey. ABCO hired a local installer to put in the chairs. The installer had seen neither the chairs no the council chamber before. The installer arrived tardily on the 22nd and discussed the installing process with the building director. They concluded that they would utilize enlargement bolts in the concrete and wood prison guards in the platforms. Both the building director and the installer agreed that long slowdown prison guards could non be used since the platforms were elevated. with electrical conduit underneath. After put ining a few chairs on the forenoon of April 23rd. the installer and building director concluded that the wood prison guards would non keep. Since the chairs were stiff. the littleness of the diameter of the base was deficient for the torsion applied to the base when the chair was used. Since no equal support was designed into the floor when the room was remodelled. other support options had to be evaluated. The installer. even after p ut ining the toggle bolts. discovered that the chairs were still coming free. In add-on. the enlargement bolts. installed in the concrete. would besides finally work free. However. with the upcoming board meeting on May 6. 1995. the building director and installer agreed that the chairs could be used temporarily. The provider. after discoursing installing costs with the installer. told Tom Dewey that the current measure for puting up the chairs would be around $ 4 000. However. for the installer to make the occupation right would be and extra $ 15 000. The May 6 board meeting went swimmingly. although many board members noted the instability of the chairs. In June. the executive managers expressed concern over the demand to repair the chairs-and rapidly. However. Tom Dewey’s frequent treatments with Peter Tropper had yielded no consequences. The installer billed ABCO Furniture at the terminal of May. In late June. Tom Dewey received a measure from ABCO for the installing of the chairs. and a transcript of the bill received by ABCO from the provider. Tom Dewey recognised that BBI had non allowed for any extra installing costs and wondered what th e best manner to decide the job would be. 1. What options are unfastened to Tom? What is the best class of action? ( 9 ) 2. Who is responsible for the present state of affairs?