Oracle's Primavera Contract Management, Business Intelligence Publisher Edition is a document management, job cost, and field controls solution that keeps construction projects on schedule and on budget through complete project control.
"Oracle Primavera Contract Management, Business Intelligence Publisher Edition v14" explains the concepts behind the core modules and how to use them.
Oracle Primavera Contract Management, Business Intelligence Publisher Edition v14
A one-stop reference to concepts and usability of the core modules of a complex application Stephen D. Kell
Stephen D. Kelly graduated from Oregon State University in 1982 with a degree
in Construction Engineering Management. He got his start with a mid-sized general contractor who was willing to take a chance with this college graduate and they both saw the benefits of a computer system in the contracting world.
Contract and Procurement Management.
Many times it is the project manager that is on the buying end of the project. Most of the time we think of projects as work that we are doing to produce a set of deliverables that will be delivered to some organizations. However, often the project manager is required to hire another project manager to produce goods and services for his or her organization. When this is done, the roles and responsibilities of the project managers change somewhat. It is necessary to have assurance that the hired project manager and his or her team will...
The Contract Manager Web server accepts HTTP and HTTPS requests and supplies HTTP and HTTPS
responses. It routes requests to the proper Java Servlet, which processes the request and passes it to the
appropriate resource in the Contract Manager Application server. The response from the Application server is
sent back to the Web Server and is directed to the appropriate Java Server Page (JSP). The Web Server
uses the JSP and the data from the response to create the HTML page that is sent back to the requesting
client.Contract Manager uses either JBoss or WebLogic for an Application server.
Chapter 14a: Question about HUMAN RESOURCES
1. What are the major advantages of the functional type of organization? a. b. c. d. Single point of contact for the customer Stable organizational structure Project orientation Multifunctional teams are easy to form
2. The project manager’s leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order: a. b. c. d. Disciplinary, autocratic, participative. Projectized, matrix, functional. Team building, team development, responsibility assignment.
Chapter 15a: Question about RISK MANAGEMENT
1. A project manager discovers that there is a part of the project that contains some risk. His strategy with this risk is to subcontract the work to an outside supplier by using a ﬁrm ﬁxed price contract. Which of the following must the project manager do? a. The project manager should make certain that the project team does not reveal the risk to the supplier until the contract is signed. b. The project manager should make every effort to make sure that the supplier is made aware of the risk after the contract is...
Chapter 19a: Question about PROFESSIONAL RESPONSIBILITY
1. You are a project manager working on a project to market a new product. The deliverables of the project have been established, and the project work has begun. A contract to deliver the deliverables has been signed. The customer who has signed the contract has telephoned you to request additional work to be done on the project. This work will affect the budget but not the schedule of the project. This project has a high priority with your company. What should you do next? a. Do what the customer asks you to do and...
Chapter 17a: Question about CONTRACTS AND PROCUREMENT
1. A project manager must make a narrative description of the project. This narrative description covers the items that will be supplied under the contract with the client. It is called: a. b. c. d. The project plan. The statement of work. The exception report. The progress report.
2. A project manager discovers that there is a part of the project that contains some risk. His or her strategy with this risk is to subcontract the work to an outside supplier by using a ﬁrm ﬁxed price contract. Which of the following is true? a....
Chapter 17b: Answer key about CONTRACTS AND PROCUREMENT
1. Answer: b A statement of work is the description of what the project is about and what will be delivered. The project plan is complete and contains the detailed work that the project will do, complete with task descriptions and schedule, cost, and scope baselines containing a real schedule and budget. An exception report describes items that are not as planned, and a Pareto analysis is a quality management tool used to prioritize defects into the most frequently occurring. 2.
Chapter 15b: Answer key about RISK MANAGEMENT
1. Answer: c In a ﬁxed price contract the supplier is obligated to deliver the contracted-for item at a ﬁxed price. The supplier is aware of the risk and will put an allowance for the risk in the contracted price. This often means that the project team will pay the supplier for the cost of the risk regardless of whether the risk occurs. 2. Answer: a Risk avoidance is eliminating the risk from consideration by doing something that will eliminate it as a possibility. Risk acceptance is allowing the risk to happen and...
Futures contract: a contract to buy or sell a stated commodity or financial claim at a specified price at some specified future time.
Suppose a farmer plans to harvest 10,000 bushels of corn in 6 months. The current price is $2.50 per bushel. The farmer sells a futures contract, which will allow him to sell corn at 2.50 per bushel in 6 months.
If the price of corn falls to $2.00 per bushel, the farmer loses $5,000 ($0.50 x 10,000 bushels) on his corn, but gains $5,000 on his futures contract....
in one form or another. Sensitivity analysis or scenario planning for a project or economic appraisal
are familiar examples, as are assessing the contingency allowance in a cost estimate or budget,
buying insurance, revising contract provisions or undertaking community consultation during project
Chương 4 trình bày về hợp đồng cung ứng & liên minh chiến lược (Supply contracts & strategic alliances). Chương này gồm có những nội dung chính sau: hợp đồng cung ứng đối với những chi tiết chiến lược, hợp đồng cung ứng đối với những chi tiết khác, hợp đồng cung ứng khi thông tin không cân đối, mô hình liên minh chiến lược, đối tác thứ ba, hợp tác giữa cung cấp và phân phối.
Degenerative mitral valve (МV) disease is a common disorder affecting around 2% of the
population (Enriquez-Sarano M et al., 2009). The most common ending in patients with
degenerative valve disease is leaflet rolapsed due to elongation or rupture of the chordal
apparatus, resulting in varying degrees of МV regurgitation due to leaflet malcoaptation
during ventricular contraction.
Contractors provide the Army with services in a wide variety of settings
and circumstances, both domestic and international. Recent
pressures on the Army to rely more heavily on contractors and the
increasingly ill-defined nature of the battlefield raise serious questions
for policymakers. Is the Army getting what it needs from its combat
service support (CSS) contracts? Do those contracts present any
unrecognized, unmitigated, or unnecessary risks? If the Army is not
getting what it needs or is accepting inappropriate risks, what can it
do about it?...
All information required by the contract that is necessary to document acceptable performance of
the work will be maintained in an organized manner and available electronically, daily, to
WSDOT. CQA inspection reports and material sampling and testing results shall be submitted to
WSDOT in electronic format within 24 hours following the inspection or test. Hard copy format
of these reports and results will be available upon request by WSDOT.
Corporations must cope with fluctuations in interest rates, commodity prices, and exchange rates. This chapter discusses how they do it, with particular attention paid to financial instruments such as futures contracts, options, and swap agreements.
Chapter 7 "Foreign currency options" drug Lecture Multinational financial management introduce to you the content: Contract specifications, option positions, hedging using option contract, strategy on currencies option, option pricing.
What then becomes critical is that project and programme managers and senior management make
efficient and effective use of the services and capabilities of the PMO. And finally it is important to
define the metrics by which the performance of the PMO will be assessed and evaluated, both
directly (the effectiveness of its services) and indirectly (the improvements it enables in project,
programme and portfolio decision making and outcomes).
But that is not the end of the story.