Samples of our work
Here some samples of work: original papers and work products
demonstrating the Services described on the
Software Engineering Management Home Page
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In the United States, when you create something of value,
the federal Government protects your ability to benefit from
your work by various laws and regulations which are
collectively described as “Intellectual Property” or “IP.”
This is rooted in Article 1 of the US Constitution,
wherein our Founders recognized the importance of protection
of original speech and works, and which over time has been
codified in various laws and regulations.
It’s a complex topic, but one which you can routinely
navigate by understanding some basic principles.
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The federal government’s increasing use of Indefinite
Delivery, Indefinite Quantity, or “IDIQ” contracts for
services has sharpened the competition for federal
contracts. To convince the federal contract sponsor that a
company’s proposal merits award, proposal managers may weave
in the promise to work as a partner with the government
sponsor. With more than half of U.S. Department of Defense
(DoD) procurement spent on services and the total price
being a principle selection criterion, partnership with
industry is a low priority for government sponsor.
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Task order contracts are notoriously difficult to staff
because task orders are commonly released with little or no
notice. No contractor to the federal government has
the luxury of keeping a “bench” of available employees,
particularly those with premium skills and clearances.
The author’s “Progressive Staffing Implementation” pushed
the recruiting process far earlier than the announcement of
an individual task order. His experience using Six
Sigma techniques provides planning guidance and a
rule-of-thumb for the throughput recruiting needed to
successfully staff for task orders.
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While IT systems are fundamental to the operations of the
US Government, failures in large-scale Federal Information
Technology (IT) projects are regrettably common. While
Technology and IT governance have matured, the Federal IT
workforce still lags in other foundational skills.
Leadership, communications, understanding of contracts, and
the balance of schedule and cost are equally necessary for
the project participants to move beyond their assigned tasks
and work to solve project-level challenges and achieve
overall project success.
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