Software Acquisition Management
Software Acquisition Management

Author: John J. Marciniak

Publisher:

Published: 1990-04-25

Total Pages: 326

ISBN-13:

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Computers/Software Engineering Clear-cut strategies for superior system choices… Most organizations planning the acquisition of a large-scale software system carefully monitor the software development process. But management of the software acquisition process is equally important to guarantee a system that fully meets an organization’s needs. Software Acquisition Management details the entire software acquisition lifecycle and shows you how to tailor management methodologies to fit your specific acquisition project. This single-source guide provides project managers, systems analysts, and others with step-by-step methods for evaluating, selecting, purchasing, and customizing quality software. Covers important legal strategies for proposing, negotiating, and finalizing procurement contracts Includes examples for developing reasonable cost estimates, cost management, and cost accounting Differentiates and clarifies the responsibilities of buyer and seller; provides techniques for dividing and delegating acquisition tasks From writing a sound proposal to dealing with data rights, Software Acquisition Management is an essential reference that you’ll turn to again and again throughout the software acquisition process.

Management Information Systems and the Computer in the Defense Acquisition Program Office
Management Information Systems and the Computer in the Defense Acquisition Program Office

Author: Stuart N. Goodman

Publisher:

Published: 1977

Total Pages: 38

ISBN-13:

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This report examines the role that computerized management information systems play in the decision making process in management organizations and in Department of Defense Program Offices for acquisitions in particular. A management information system is defined, and the need for information is discussed. The values and limitations of an MIS in the decision making process are presented. The MIS should not be considered as a decision making device, but only as an aid in helping management make the decisions. Before the MIS can be used to its maximum potential the manager must know what his specific information needs are. Information on the implementation of an MIS, and several examples of possible applications in a program office are presented. (Author).