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contract performancehere let us see the final stages of completion of a contractmonitoringyou should closely monitor the performance of the
request for proposal rfpthe rfp document for procurement of consultant is similar to tender document for procurement for works and goods rfp provides
advertise and prepare the shortlisthere we will learn how to advertise for inviting proposalsas opposed to open bidding for goods and works proposals
constraints to successful merger integrationsuccessful merger integration involves a number of constraints some of the key constraints
the merger processwe learnt how to aligning m and a with corporate strategy now let us study how the merger process takes place the merger process is
there are numerous reasons for a company to peruse m and a some of them are listed below the m and a are undertaken to achieve specific financial
aligning mergers and acquisitions with corporate strategyin the previous section we learnt about the motives for acquisition in this section we will
acquisition motivesin the previous unit you learnt about the history of m and a all the companies do not always have acquisition strategies and not
history of mergers and acquisitionin the previous section we had an overview of merger and acquisition in this section we will cover its history the
acquisitionan acquisition is slightly different from a merger unlike all mergers all acquisitions involve one company purchasing
mergersmerger happens when two companies mostly of the same size agree to go forward as a single new company in the best interest of both the
mergers and acquisitionmergers and acquisitions m and a is a corporate finance strategy that helps companies to attain their objectives and financial
termination of contract and conditions for terminationone event which can arise in contract performance management is an extreme
change order managementin previous section we learnt that incentives motivate and penalties keep a check for faults that occur in a project in this
incentivesthese are rewards given when vendorcontractor exceeds your expectation incentives should increase contractors profit incentives can be
penaltypenalties should aim at fixing a problem when it arises and ensuring that it does not recur guidelines to note while stipulating penalties are
areas of risk and causes of riskbelow are mentioned few areas and causes of risk the term bdquooperator used in this listing means the owner you who
risk classification based on where risk control liesfrom the point of view of where risk control lies five classifications of risk can be listed
controlling risksrisk management is not just providing for uncertainties - it is management of risks considering the combination of the probability
contract close-out contract close-out begins with checking for physical completion ie whether all services have been
back charging back charging the contractor arises when a certain scope of work included in the contract is either not carried out or carried out
claims claims can be initiated by both parties involved claims are settled through negotiation adherence to contract terms or a mutually agreed
progress billings and payments payment is the valuable control tool in your hands you should ensure that progress
the areas to be considered while monitoring and controlling a contract are wide spread they arephysical mobilisation in this stage the contractor