20210312021445ethics.part.21.pptx
Write up a 1 page summary of the Consultants Competitive Negotiations Act. You can review Ethics.part.2 ppt slides for background info (attached).
In your write up, address the following:
- What is CCNA?
- What it means?
- Where/how is it used?
- What is the process?
Please submit as a 2-page essay response (no bullet or short answers). Include references as needed, and check for spelling/grammar. APA
Consultants’ Competitive Negotiation Act
What Does it Mean?
Fair and Open Competition
Uniform Procedures and Documentation are Essential to:
Curb Improprieties and
Ensure an Ethical Process
Promote Quality
Goal?
GOAL?
Inspire Public Confidence that Contracts are Awarded Equitably
And Ensure Competence and Safety
Applies to:
Engineers;
Surveyors;
Architects; and
Landscape Architects (although I don’t know why)
Who Must Use this System?
All Government Agencies
State
County
City
School Board (District)
Studies where compensation exceeds $25,000
Construction where the cost of construction compensation exceeds $250,000.
What About Continuing Contracts?
The Law Stipulates that Consulting Firms providing Professional Services under Continuing Contracts Shall Not be Required to Bid Against Each Other.
Studies Where Compensation Does Not exceed $200,000.
Construction where the Cost of Construction Does Not Exceed $2,000,000.
Why Use CCNA Procurement?
Because its the Law since 1973.
The Owner Selects the Best Qualified Firm
Promotes a Team Approach
Encourages Technological Innovation
The Owner is not Limited to the Low Bidder
Protects the Public Against Abuses of the Low-Bid System and Safety Lapses
Provides Life Cycle Savings
We Aren’t Selling Pens
Engineers Provide Professional Services; not Commodities (i.e., we are not interchangeable)
We Provide:
Technical Expertise
Innovation
Latest technology
High Degree of Professional Competence
Intellectual Capital
Lowest Engineering Cost v. Lowest Project Life Cycle Cost
A Design Team’s Approach Changes when the Design Processional’s Fee Becomes a Major Criterion.
The Lowest Priced Design Effort may Lead to Inferior Project Performance with Attendant Higher Construction or Operating Costs
“Price has NO MEANING except in terms of the Quality of the Product.” Dr. W. Ed Deming
Typical Cost-Cutting Measures
AVOID:
Using less experienced personnel and/or evaluating fewer alternatives
Developing Plan Sets with Minimal Details
Selecting the System that is Easiest to Design over that which may be More Cost Effective in the Long-term
Reduced QA Review
Solicitation Language
Beware of:
Requests for Personnel Billing Rates
RFP Points for Proposing Fees (Hourly or Lump Sum)
Pricing in Some Other Form
Level of Effort
Fixed Timeframe for Completion
Quality First
Fundamentally, would you rather have a Ferrari or a Russian Lada?
Do you Want to Go to War with the Low Bid Arms Manufacturer?
How About The Doctor/Dentist?
Appropriate Level of Knowledge
Skill
Reputation
Past Performance
Technical Competence
How Does a Qualifications-Based Selection Process Work?
The Owner identifies the General Scope of Work and Develops a Selection Schedule
The Owner Issues a Request for Qualifications
The Owner Evaluates the Statements of Qualifications
The Owner Determines a Short-list of Qualified Firms to Interview
The Owner Conducts Interviews and Ranks Firms
Negotiating The Contract
The Owner Invites the Top-Ranked Firm to Assist in Defining a Detailed Scope of Work
The Design Firm Develops and Submits a Detailed Fee Proposal, based on the Agreed Upon Scope of Work
When the Fee is not Acceptable (i.e., the Ferrari), the Owner and Design Lead work to Modify the Scope, Schedule and Budget to seek Agreement on an Acceptable Fee
Piss Off! Now What?
If an Agreement Cannot be Reached with the Top-ranked Firm, Negotiations are Ended and New Ones Begin with the Next Most Qualified Team
Eventually Execute an Agreement
The Owner must Provide Post-Selection Feedback to the Teams Involved in the Process.
Benefits of the QBS Process
Life Cycle Cost Considerations
Team Building
Technology/Innovation
Reduced Changes
Flexible Contract Approaches
Competition Among the Best Performers; Not Low Bidder Pieces of CRAP
Why Not Just Get the Pricing from 3 Top Performing Firms
Each Firm will Price the Project based on their own Interpretation of the Scope and not Necessarily that of the Owner.
Each Price represents a Unique and Unilateral Scope
Since we all have labor rates, overhead and profit structures that are somewhat similar, the only option is to cut scope and innovation first to be competitive
Price is Still a Factor. Why?
Where does Client Satisfaction Rank in Your Mind?
Where does Reputation Rank?
Where do Inflated Fees vs. High Quality (Value) Rank?
Where does Safety in Design Rank?
Who Likes Change Orders?
Who Likes High Project Maintenance Costs?
Ethics – February 19, 2015
Who Are These People?
What Do They Have in Common?
Does Lying on your Resume Matter?
Your actions have potentially far-reaching consequences
May have serious effects on other people;
Unethical behavior tends to come back to haunt you!
Honesty rests on three things:
Truth, Consistency, and Candor.
What is the Purpose of a Resume?
to highlight valuable experience
to show a potential employer that you have the skills sought
BUT
Your resume does not get you a job, it gets you an interview.
Where is the Line?
______________________________
Sometimes your balancing on it
Sometimes your holding on to it
Sometimes your hanging from it
BUT NEVER LET IT GO
When Does the Truth Get in the Way of a Good Story?
Changing the dates of your previous positions to hide any gaps of unemployment
Saying you have a degree that you actually don’t have
Having job titles and descriptions that aren’t completely honest
Saying you have experience or skills in an area that you don’t have
Forging recommendations letters
Beware of Social Media
Employers are wise to creative marketing techniques
Google searches may be reveal a list of social networking websites where job candidates post the status of their daily lives, including:
Evidence of inconsistencies from that described in the resume
indiscriminate personal activities and photographs that they may not want potential employers to see.
So Who Were Those People?
Robert Irving – British Chef
Creator and Face of Food Network’s “Dinner Impossible”
In 2008, was fired from his own show on Food Network
He didn’t actually design the royal couple’s wedding cake, rather he only attended the school where it was made.
Marilee Jones – Dean of Admissions (MIT)
Was employed by the Massachusetts Institute of Technology for 28 years
She never received the the undergraduate or Masters Degrees that she referenced on her resume.
In fact, Jones never received any college degrees.
Jeffrey Papows, President of IBM’s software maker – Lotus Development
Fibbed about his academic and military background, stating that he was a pilot when he was actually an air traffic controller and a captain when he was actually a first lieutenant in the Marines.
He also said he got his PhD from Pepperdine, but actually got it from an unaccredited correspondence school.
Ronald Zarrella – Bausch & Lomb CEO
Left his post after it was revealed that he never received his MBA from NYU like he claimed he did.
He actually started the program, but never finished it.
David Edmondson, Radio Shack CEO
Joined Radio Shack in 1994 and quickly advanced in the company until he became CEO in 2005.
A year after attaining his new title, it was revealed that he did not receive degrees in theology and psychology from Heartland Baptist Bible College as he had claimed.
Kenneth Lonchar, Veritas Software CFO
Joined Veritas Software Corp. through a merger in 1997.
Four years later, Lonchar won CFO Magazine’s Excellence Award, but the next year, it was revealed that he never received an MBA from Stanford as he claimed.
He never even earned the accounting degree he said he did from Arizona State.
Scott Thompson – PayPal President and Yahoo CEO
On Scott Thompson’s resume, he had a degree in computer science from Stonehill College.
He lied
George O’Leary
Never Even Played the Game
5 days after being named Notre Dame’s head coach, he was forced to resign for lying about a master’s degree in education from New York University that he never received.
In fact, he never even graduated.
He also told his employers that he played college football for three years at the University of New Hampshire, but, in actuality, he never even played a game of football.
He was also the Head Coach at UCF.
Steve Masiello, USF
Never graduated from the University of Kentucky, as is indicated on his résumé
He had been offered (and verbally accepted) a five-year deal worth more than $1 million a year to become USF’s basketball coach
If Not Outright Fabrication, What of?
Claiming a degree that was not earned because you did most of the work and were only a few credits short.
Creating a more impressive job title because you were already doing all of the work of that position.
Claiming a team’s contributions as your own, because other members did not carry their weight.
Inflating the number of people or range of functions for which you had direct responsibility because you really did have a great deal of influence over them
So Where is the Line?
You need to decide that for yourself.
Other-shoe test. How would you feel if the shoe were on the other foot? What assumptions would you draw and would they be accurate?
Front-page test. Would you think the same way if your accomplishment in question were reported on the front page of the Wall Street Journal?
When in doubt, find a third way. Create a “relevant experience” section to reveal a sustained interest or commitment which makes up for a dearth of paid employment.
Volunteer work,
Fieldwork,
significant extra-curricular activities, and
even coursework
Describe jobs in which you learned a lot from your own supervisor and thus gained insight into the qualities of a successful manager.
There are ethical ways to beef up your resume, such as the following:
Prioritize the information on your resume
Your most relevant experience for the position you are applying for.
Consider putting your educational information on the very bottom of your resume and your professional experience, skills, and certifications sections at the top.
Present your “GPA in major,” or
a description of relevant coursework, or
a brief description of a thesis or project
Focus on your bullet points.
By adding specific details and accomplishments
For example, change “waited tables” to “managed up to 10 tables at a time.”
Compliment your text resume with a video resume
Show off your soft skills, which you can only describe on your text resume.
What if you do get an offer?
Don’t accept the job offer on the spot.
When do they need your answer and request a week to consider (the company should appreciate that you are not accepting impulsively).
Never act simply on intuition (take the time to weigh out the pros and cons of each offer and to assess the likelihood that the “better” offer will come through).
Ask for a written confirmation of the offer. This, too, will help buy some time.
Attempt to modify the offer received to make it more attractive.
Ask to speak with the person who would be your direct supervisor. This will give you a chance to ask some candid questions about the job itself, scrutinize the firm more closely to see if it is a “fit,” and buy a little extra time.
BOTTOM LINE
If clients don’t trust you they will eventually stop doing business with you. It doesn’t matter how smart you are.
Typical Albergo Interview Questions
What do you do differently than others when:
Approaching a serious work problem
Preparing for a difficult exam
You have too much on your plate
Dealing with a confrontational team member or one that did not pull their weight
You had to gain the cooperation of a group over which you had little authority
46
Typical Albergo Interview Questions
Do you believe that some rules should be obeyed more closely than others?
What one trait distinguishes a superior employee?
How do you intend to gain the technical knowledge that you lack as you start your career?
What do you see as the most important development occurring in your field today, and what impact will it have?
47
Typical Albergo Interview Questions
What career-related publications do you normally read?
What is your greatest weakness?
If you started tomorrow, how could you contribute right away?
Are you familiar with our corporate culture? How would you fit in?
48
Interview Questions to Consider in Advance
Why should I hire you?
How Important are Relationships to Professionals?
My list of “Non-Negotiable Standards”
Never
Say “No” or “That can’t be done”
Criticize team members, competitors, or make excuses
Show frustration
Seem distracted
Say “I don’t know”
Always
Present options, providing what can be done
Own it, even if it’s not your error
Maintain your composure
Remain focused on your client
Let them know that “you will find out”
50
How Important are Relationships to Professionals?
My list of “Non-Negotiable Standards”
Never
Suggest you (or “we”) are too busy
Assume all is good
Hide mistakes
Cold transfer a client to a colleague
Deliver bad news via email
Leave things to chance in meetings
Always
Advise that you (we) could use some work
Ask “Is there anything else I can do for you”
Make it right
Provide background and make the introduction
Pick up a phone or better yet, advise in person Own it, even if it’s not your error
Be prepared
51
Nick’s Tips To Successful Meetings
10. Invite Only Those People Who are Absolutely Essential To the Meeting
9. Use Meetings to Make Decisions Not to Disseminate Information
8. Have an Agenda for the Meeting
7. Have a Chairman for the Meeting
6. Eliminate the Meeting When it is no Longer Needed
5. End the Meeting on Time
4. Fine People for Showing up Late for Meetings.
3. Prepare an Action List
2. Review the Action Items at Your Next Meeting
1. Show Up on Time and be Prepared
10. The productivity of meetings is inversely proportional to the number of attendees. Not only are more attendees less productive, they are also not participating in revenue producing billable activities.
9. Distribute any handouts before the meeting so people have time to review and digest the information. Once the meeting begins, you can start with a productive discussion or further action.
8. An agenda for the meeting will keep it on track. Everyone’s time is too valuable for every meeting to become an open forum.
7. Someone needs to be in charge of the meeting. They need to start and end the meeting on time, keep everyone on topic and move things along.
6. If the meeting no longer serves a useful purpose, cancel the meeting.
5. Let’s meet, discuss what we have to, make our decisions and move on. It is up to the Chairman to make sure all meetings end on time. One way to end meetings on time is to schedule meetings close to lunch – and don’t have anything available for people to eat. Hunger will take over and the meeting will finish on time.
4. An effective way to emphasize the importance of being on time is to have a monetary penalty for showing up late for the meeting. The fines are collected and eventually donated to a local charity.
3. At every meeting prepare an action list of what decisions were made or what additional action is needed, who is responsible for taking action and when.
2. Make the first thing on your agenda for the next meeting to review the action list from the last meeting. People are much more likely to take action and follow-up on their commitments if they know it will be reviewed at the next meeting. Give it a try – you will be amazed at the results.
1. 80% of success in business is showing up well prepared and on time. Be considerate of others. Their time is just as important as yours and the success of any business depends upon people being where they are supposed to be – when they are supposed to be there..
52
Winning Projects
STOP HOPING!
Content Sells
Always Pre-Sell
2/3 of Projects are Lost Before the RFP Comes Out
Experience
Content
Value Added
Collaboration is Key
Your Team Matters
What are your Clients Needs and Concerns (Now & Future?)
What are We Taking for Granted?
Terminology
Done vs. Performed
Taken vs. Collected
Installed vs. Constructed
Given vs. Provided
Spill vs. Release
Property vs. Site
“Significant” – “Clean”
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
