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An introduction to the mathematics of decision making, discussing the rules and methods of decision-making as done through varying statistical methods.
The first and most thoroughly developed audience-oriented argumentation text, Argumentation and Critical Decision Making , presents argumentation as a cooperative, communicative process. The text examines the general principles of argument in a rigorous yet readable manner and then applies those principles to different spheres of life law, science, religion, business, and politics to explore how conventions of argument change when applied to these real-world arenas. Focusing on the dynamics of decision making, and using real-life examples to illustrate principles, this book aims to help readers develop practical argumentation skills in their daily lives. New to This Edition The sixth edition has a new organization, with the chapters arranged in three sections: Principles, Tools, and Applications. Chapters 1 through 3 have been restructured and shortened, making them a more fluid and understandable introduction to argumentation. An increased emphasis on decision making rather than debating keeps the text away from the highly aggressive, adversarial tone of some other texts. Chapter 3 now includes a discussion of post-modern and feminist approaches to argumentation and shows that argumentation is valuable not only to those who are aggressive but also to everyone else.
There is a tide of competitiveness rising across the sea of business. The issues being faced by the business commanders of today are rapidly becoming more complex. Veritable waves of information are crashing down on organizational decision makers. While the environment is becoming more complex, it is getting tougher to discern the relevant information from among the flood of available data. The demand for accurate, rapid decision making is impelling today's decision makers to wonder about the existence of some sort of job-preserving assistance. These decision makers are often awash in political controversy as well as technical, economic, social, and legal considerations. Relief from this sea of troubles may come from a behaviorally-responsive decision support system (DSS) in the form of computer assistance that considers the decision maker's cognitive and emotional needs. This book describes a DSS that will meet the needs of modern organization decision makers.
This book provides an essential introduction to the ideas and skills of creative problem solving. It shows how and why people are blocked in their thinking, how this impairs the creative problem solving process and how creative problem solving techniques can help overcome these difficulties. Theories of creative thinking are critically examined and used to justify the variety of techniques which can be used to find insights into difficult management problems. Using case studies and case histories, together with extensive diagrams, examples and thought-provoking questions, this textbook provides the most up-to-date and extensive approach to this important topic.
This book provides an integrated approach to decision-making as a subject, with particular emphasis on how decisions are made, and reviews the techniques that help managers arrive at their decisions. Students are guided through the various perspectives, processes and techniques relevant to management decision making, thus enabling them to evaluate and choose the preferred option from a set of behavioural and technical decision-making tools.
You're tempted to accept a promising job offer in another city, but moving
would entail considerable sacrifice on the part of your family. What should
Your elderly mother can no longer take care of herself but she doesn't get along with your spouse and dreads the prospect of moving into a nursing home. What is the solution?
Whether you're faced with decisions momentous or trivial, how you go about resolving everyday dilemmas will definitely affect your degree of satisfaction in life. In this engrossing and entertaining guide, David Welch, who has studied the decision-making process at the highest levels, shows how both the science and the art of decision making are essential to us all. Welch lays out nine steps to effective decision making and then shows us how to apply these steps to real-world situations. You'll learn how to assess your own strengths and weaknesses because self-knowledge is critical for making the right decisions.
This enjoyable, clearly written guide will enable decision makers to find the most practical solution for dilemmas both big and small.
Even Hamlet, that famous equivocator, might not have been so stymied by the
question "To be or not to be?" if he'd had this snappy little 72-pager on
hand to help him make up his mind. Here, you'll find quick-and-dirty advice
on the crucial three phases of making a tough decision, both on and off the
job: identifying your unique decision-making style, and weighing it against
your organizational culture; reaching a decision by identifying the key
issues and people to involve, generating ideas and assessing their validity,
gathering information and using models, minimizing risk and employing
fail-safe strategies, and getting approval and support for your final
decision; and implementing your decision, from communicating it to others
and overcoming objects to it to monitoring its progress and building on it
over time. On every page here, boxed tips, mini case studies, handy
checklists, and easy-to-follow flow charts help you through the
process--including how to handle other people's decisions and assess your
own decision-making ability. Granted, if you're looking for very specific or
in-depth guidance, you might find this book too cursory and general in its
approach. But, if you're looking for a thumbnail guide to the basics, it'll
do just fine.
It's worth mentioning that the book is part of the "Essential Managers" series by reference publisher Dorling-Kindersley--a series comprising 20 itty-bitty books on business and career topics that range from communication, leadership, and decision-making to the management of time, budgets, change, meetings, people, projects, and teams. Combining the talent of the "For Dummies" book series for breaking down a lot of information into bite-sized bits and sidebars with Dorling-Kindersley's signature design style of crisp, classy graphics on a gleaming white backdrop, the books don't represent the cutting edge of business thinking or reflect necessarily any unique individual perspective. Instead, it's as if someone had collated the best general thinking on these 20 topics, and rolled them out into 72 brightly designed and easy-to-read pages--studded along the way with boxed tips, color shots of a multiracial cast of "coworkers" animatedly hashing through the workplace issues of the day, and, on the last few pages of each volume, a self-test of one's skills in the topic at hand. Again, they're not for anyone who's looking for more in-depth or focused help on any of the covered subjects, but they're perfect as a quick general-interest reference; and, let's face it, they're so damn cute, and look so smart in a neat little stack or row, that probably you'll want to buy a whole bunch to give as gifts to your entire staff or department. --Timothy Murphy
The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. Harvard Business Review on Decision Making will help people at all levels understand the fundamental theories and practices of effective decision making so that they can make better decisions in their personal and professional lives.
This text--developed in response to an increasing interest in ethics and a
growing number of courses on this topic that are now being offered in
educational leadership programs--is designed to fill a gap in instructional
materials for teaching the ethics component of the knowledge base that has
been established for the profession. Ethical Leadership and Decision Making
in Education: Applying Theoretical Perspectives to Complex Dilemmas, Second
*demonstrates the application of different ethical paradigms (the ethics of justice, care, critique, and the profession) through discussion and analysis of real-life moral dilemmas that educational leaders face in their schools and communities;
*addresses some of the practical, pedagogical, and curricular issues related to the teaching of ethics for educational leaders;
*emphasizes the importance of ethics instruction from a variety of theoretical approaches; and
*provides a process that instructors might follow to develop their own ethics unit or course.
Part I provides an overview of why ethics is so important, especially for today's educational leaders, and presents a multiparadigm approach essential to practitioners as they grapple with ethical dilemmas. Part II deals with the dilemmas themselves. It includes a brief introduction to how the cases were constructed, an illustration of how the multiparadigm approach may be applied to a real dilemma, and ethical dilemmas written by graduate students that represent the kinds of dilemmas faced by practicing administrators in urban, suburban, and rural settings in an era full of complexities and contradictions. Part III focuses on pedagogy and provides teaching notes for the instructor. The authors discuss the importance of self-reflection on the part of both instructors and students, and model how they thought through their own personal and professional ethical codes as well as reflected upon the critical incidents in their lives that shape their teaching and frequently determine what they privileged in class.
This book will help you deal with the hundreds of decisions you are faced
with every day. It will show you how:
The mind processes information
Biological, physiological, and psychological factors influence thinking
To better prepare yourself to address probable influences on your decisions
To unleash the creative potential in your mind
This book distills what behavioral science has discovered related to how people, especially those in business, make decisions. Making Better Business Decisions will enable decision-makers to:
Recognize and focus on the truly important decisions that require critical thinking
Analyze options more clearly and creatively
Reduce decisional time and effort
Improve judgement quality
Awareness and application of the material contained within will enable us not only to improve our own decisions, but will also provide the means for us to understand how and why others decide as they do.
Applying rational decisional techniques or intuition can most likely solve our everyday routine, repetitive, and minor problems. As decisions become more important and problems become more difficult, the energy required by critical thinking skills and creative problem solving can improve the quality of our thought processes and increase the likelihood of uncovering optimal solutions.
This best-selling and up-to-date survey of decision analysis concepts and techniques is accessible to students with limited mathematical backgrounds. It is designed for advanced undergraduate and MBA-level courses in decision analysis and also for business courses in introductory quantitative methods. (Prerequisites: college algebra; introductory statistics.)
This book provides techniques and skills for managers, facilitators or team members looking for guidance on their changing role in the modern organization. This edition has been updated to provide up-to-date thinking on learning organizations, knowledge transfer and the impact of technology.
Have you ever hired someone only to regret your decision two months later? Or looked at your financial portfolio and wondered why you bought the stocks you did? In Smart Choices, authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa take the guesswork out of the decision-making process and offer a systematic approach to making the right choice. Most of us have problems making decisions, because we've never learned how. The authors write:
Despite the importance of decision making to our lives, few of us ever receive any training in it. So we are left to learn from experience. But experience is a costly, inefficient teacher that teaches us bad habits along with good ones. Because decision situations vary so markedly, the experience of making one important decision often seems of little use when facing the next.
Smart Choices outlines eight elements involved in making the right decision, from identifying exactly what the decision is and specifying your objectives to considering risk tolerance and looking at how what you decide on today influences what you may decide in the future. The book is full of real-life situations and scenarios that effectively illustrate each element of a good decision. If you think the topic of making the right choice is mundane or a simple matter of common sense, then think again. Smart Choices will relieve you of the regret that so many of us carry because we didn't know how to "think it through." --Harry C. Edwards
The thoroughly updated New Edition of this best-selling resource uses an algorithmic approach to facilitate the evaluation and management of 162 common surgical problems. Clear algorithms and concise accompanying explanations offer a quick and efficient way to review the key issues and make effective clinical decisions. 34 of the topics in this 5th Edition are either entirely new or have been completely rewritten, to reflect the latest developments in the field.
What is the common thread tying together such diverse and seemingly
unrelated figures as Mickey Mouse, the Marlboro Man, Julius Caesar, and P.
T. Barnum? Find out in THE 75 GREATEST MANAGEMENT DECISIONS EVER MADE, a
pithy compendium celebrating pinnacles of decision-making that have shaped
management through the ages--and left their indelible impressions on
business and society.
Sometimes controversial, sometimes irreverent, but always witty and informative, this book represents managerial genius across all (not just business-related) spectrums. Each entry describes a feat of management brilliance, extracts the invaluable lessons it contains, and explores its ultimate impact.
Readers will learn about the history-making decisions (some of them from highly surprising sources) that gave rise to: the assembly line, the first reliable system of weights and measures, the credit card, the discovery of America, print and television advertising, the Walkman, Microsoft, CNN, the mainframe computer, the PC, the weight-loss industry, market research, mass production, brand management, and more. And, as icing on the cake, as well as for balance, objectivity, or maybe even a few laughs (or moans and groans), THE 75 GREATEST MANAGEMENT DECISIONS EVER MADE also exposes 21 of the worst management decisions ever made.
Reveals the winning strategies of great problem solvers in the business
world, showing how anyone can use them. Shows how to navigate the six key
dimensions of the problem solving journey, and come out successful on the
An indispensable guide to the adventure of problem solving, with practical insights from the worlds of business, government, science, medicine, law, and the arts.
In an economy where knowledge is power, no one can expect to succeed without the ability to solve problems-to gather information, weigh options, make decisions, and take effective action. Drawing from his practical expertise in information management, Chris Hoenig offers a hands-on guide to the art and science of problem solving-featuring examples of successful problem solvers such as Colin Powell and Lou Gerstner, and leading organizations as diverse as VISA, the Orpheus Chamber Orchestra, and NASA. Using a wide variety of diagnostics, self-assessment tools, and other interactive elements, Hoenig helps you identify your own problem-solving profile and navigate the six dimensions of the problem-solving journey, from "creating the mindset" to "delivering the results." For executives and entrepreneurs, front-line supervisors and project leaders, The Problem Solving Journey will be an indispensable resource.
In this indispensable book, a widely experienced business consultant
provides a complete set of analytical tools essential to successful
trouble-shooting, effective planning, and making better decisions faster,
more confidently, and more often. How can you help your company solve a
problem in just a few days that's been plaguing managers for three months?
How can you bring a room of executives to a consensus on a critical decision
that the CEO and his committee have been wrestling with for years? Of
course, this is easier said than done.
Indeed, not a week goes by without a major business media story about a company that has fallen on hard times and an executive that has resigned for "personal reasons." The root of the failure is usually ineffective decision-making processes, and ultimately, bad decisions. In The Thinking Manager's Toolbox, veteran consultant and renowned business thinker William J. Altier cogently presents the underpinnings of successful thinking processes and their applications, drawing on practical, real-world experiences. The first section explores the fundamentals of thinking, change, and the critical role that sound thinking processes play in effective problem solving. The second section, your basic toolbox, develops five, in-depth fundamental thinking processes. And a third section, the advanced toolbox, develops more specialized applications for creative problem solving.
Here then is a valuable primer for anyone, whether a middle manager or a CEO, seeking to solve problems and make better decisions more efficiently. The Thinking Manager's Toolbox is an invaluable resource for those seeking to develop the fundamental thinking processes necessary to perform with excellence.
Making "good, fast, frequent decisions... better than those with whom you compete," say J. Edward Russo and Paul J.H. Schoemaker, is a critical skill in today's business climate. They additionally believe it's a skill that all of us can learn, much like a proper golf swing. In Winning Decisions, they lay out a four-step process that constitutes "a broad, conceptual framework" applicable in virtually any situation where a decision is needed. Russo and Schoemaker, consultants and professors who collaborated on an earlier book about the roadblocks to proper decision making, turn their attention here to making decisions "with the head, not the gut." Their program is divided into four phases fully explained in their own sections: Framing, Gathering Intelligence, Coming to Conclusions, and Learning from Experience. In total, they reveal a disciplined system that will benefit anyone looking to make better decisions in just about any situation. --Howard Rothman
Decision Analysis is dedicated to advancing the theory, application, and teaching of all aspects of decision analysis. The primary focus of the journal is to develop and study operational decision-making methods, drawing on all aspects of decision theory and decision analysis, with the ultimate objective of providing practical guidance for decision makers. As such, the journal aims to bridge the theory and practice of decision analysis, facilitating communication and the exchange of knowledge among practitioners and researchers in academia, business, industry, and government. Articles will contribute to these goals in many ways, using a wide variety of methods and approaches. For example, articles might discuss new or existing algorithms, procedures, or processes for implementing decision analysis; develop new theory or empirical studies related to cognitive, organizational, or social issues that have implications for decision analysis; propose and test innovative uses of information technology to perform decision analysis; or raise issues related to the application of decision analysis in real-world situations. Articles should generally remain faithful to the intellectual foundations of decision theory and decision analysis. However, the Decision Analysis Journal welcomes original contributions that genuinely challenge the field, for example by showing how concepts, ideas, and methods from other fields can improve the theory or practice of decision analysis. The journal also publishes articles that review and summarize important topics or advances of interest to decision analysts or that provide original historical, scholarly, or practical perspectives on the field. In addition, the Decision Analysis Journal encourages articles that support the teaching of best practices, such as state-of-the-art applications, case studies, and tutorial articles on decision-analysis methods.
Decisions in Economics and Finance: A Journal of Applied Mathematics is the official publication of the Association for Mathematics.
The Decision Sciences Journal is a quarterly, professional journal that uses the latest computer technology, mathematical and statistical techniques, and behavioral science. The Decision Sciences Journal is subscribed to by more than 1,000 libraries and read by over 4,000 faculty and students in all functional areas of business, as well as by corporate-related personnel and consultants.
The Decision Support Systems Journal research papers tend to fall
into the following six topic departments:
1. DSS Foundations. e.g. DSS principles, concepts, and theories; frameworks, formal languages, and methods for DSS research; tutorials about the nature of DSS; assessments of the DSS field.
2. DSS Development-Functionality. e.g. methods, tools, and techniques for developing the underlying functional aspects of a DSS; solver/model management; data management in DSSs; rule management and AI in DSSs; coordinating a DSS's functionality within its user interface.
3. DSS Development-Interfaces. e.g. methods, tools, and techniques for developing the overt user interface of a DSS; managing linguistic, presentation, and user knowledge in a DSS; DSS help facilities; coordinating a DSS's interface events with its functionality events.
4. DSS Impacts and Evaluation. e.g. DSS economics; DSS measurement; DSS impacts on individual users, multiparticipant users, organizations, and societies; evaluating/justifying DSSs.
5. DSS Reference Studies. e.g. reference discipline tutorials for DSS researchers; emerging technologies relevant to DSS characteristics or DSS development; related studies on such topics as communication support systems, computer supported cooperative work, negotiation support systems, research support systems, task support systems.
6. DSS Experiences, Management, and Education. e.g. experiences in developing or operating DSSs; systems solutions to specific decision support needs; approaches to managing DSSs; DSS instruction/training approaches.
The aim of Discrete Applied Mathematics is to bring together research papers in different areas of algorithmic and applicable discrete mathematics as well as applications of combinatorial mathematics to informatics and various areas of science and technology. Contributions presented to the Discrete Applied Mathematics journal can be research papers, short notes, surveys, and possibly research problems.
The Journal of Behavioral Decision Making is a multidisciplinary journal with a broad base of content and style. It publishes original empirical reports, critical review papers, theoretical analyses and methodological contributions. The Journal of Behavioral Decision Making also features book, software and decision aiding technique reviews, abstracts of important articles published elsewhere and teaching suggestions. The objective of the Journal of Behavioral Decision Making is to present and stimulate behavioral research on decision making and to provide a forum for the evaluation of complementary, contrasting and conflicting perspectives. These perspectives include psychology, management science, sociology, political science and economics. Studies of behavioral decision making in naturalistic and applied settings are encouraged.
The Journal of Multi-Criteria Decision Analysis provides an international forum for the presentation and discussion of all aspects of research, application and evaluation of multi-criteria decision analysis. The Journal of Multi-Criteria Decision Analysis publishes material from a variety of disciplines and all schools of thought: mathematical, theoretical, and behavioral aspects of Multi-Criteria Decision Analysis, case studies, applications and evaluation of techniques and methodologies. In addition to full-length papers, the Journal of Multi-Criteria Decision Analysis offers fast publication for short letters raising points for discussion. It also publishes book and software reviews.
The Journal of Risk and Uncertainty is the natural outlet for the best research in decision analysis, economics and psychology dealing with choice under uncertainty. It features original manuscripts, both theoretical and empirical, dealing with the analysis of risk-bearing behavior and decision making under uncertainty. The topics covered in the Journal of Risk and Uncertainty include, but are not limited to, decision theory and the economics of uncertainty, psychological models of choice under uncertainty, risk and public policy, experimental investigations of behavior under uncertainty, and empirical studies of real world risk-taking behavior.
The field of decision has been investigated from many sides. However,
research programs relevant to decision making in psychology, management
science, economics, the theory of games, statistics, operations research,
artificial intelligence, cognitive science and analytical philosophy have
remained separate. Theory and Decision is devoted to all aspects of
decision making belonging to such programs, but addresses also possible
cross-fertilizations between these disciplines which would represent
effective advances in knowledge. The purpose of the journal is to let the
engineering of choice gradually emerge both for individual and for
collective decision making. Formalized treatments will be favored, to the
extent that they provide new insights into the issues raised and an
appropriate modeling of the situation considered. Due to its growing
importance, experimentation in decision making as well as its links to the
cognitive sciences will be granted special attention by Theory and
Of particular interest are:
Preference and belief modeling,
Experimental decision making under risk or under uncertainty,
Decision analysis, multicriteria decision modeling,
Game theory, negotiation theory, collective decision making, social choice,
Rationality, cognitive processes and interactive decision making,
Methodology of the decision sciences.
Applications to various problems in management and organization science, economics and finance, computer-supported decision schemes, will be welcome as long as they bear on sufficiently general cases. Analysis of actual decision making processes are also relevant topics for the journal, whether pertaining to individual, collective or negotiatory approaches; to private decisions or public policies; to operations or to strategic choices.
The Decision Analysis Society promotes the development and use of logical methods for the improvement of decision-making in public and private enterprise. Such methods include models for decision-making under conditions of uncertainty or multiple objectives; techniques of risk analysis and risk assessment; experimental and descriptive studies of decision-making behavior; economic analysis of competitive and strategic decisions; techniques for facilitating decision-making by groups; and computer modeling software and expert systems for decision support. Members of the Decision Analysis Society include practitioners, educators, and researchers with backgrounds in engineering, business, economics, statistics, psychology, and other social and applied sciences.
The Decision Sciences Institute is a multidisciplinary international association dedicated to advancing knowledge and improving instruction in all business and related disciplines. To pursue this mission, the Decision Sciences Institute will facilitate the development and dissemination of knowledge in the diverse disciplines of the decision sciences through publication, conferences, and other services.
The European Association for Decision Making is an interdisciplinary
organization dedicated to the study of normative, descriptive, and
prescriptive theories of decision making.
The purpose of the European Association for Decision Making is the advancement and diffusion of knowledge about human judgement and decision making and the interchange of information relating to this subject between the members and other associations throughout the world as well as between members and other interested institutions and/or individuals. The Association is a non-profit organisation of interested researchers.
Multicriteria decision aid is an important branch of Operational
Research (OR). Beyond the exchanges and meetings which already exist
by means of the international conferences and the publications in the
scientific journals, the objectives of the European Working Group on
Multi-Criteria Decision Aiding (MCDA) are the following:
(1) to contribute to the development, at a European level, of an original way of thinking in the field of multicriteria decision aiding;
(2) to allow each member of the group to make to others methodological, theoretical or applied results, to submit its own work and thoughts to the critical discussion of the group and also facilitate some collaborations;
(3) to develop multicriteria aid for decisions by facilitating contacts with every people interested in the subject and by stimulating continuity and progress in exchanges and work;
(4) to keep the group alive and open by means of bi-annual meetings which must not be mini-conferences but real meetings favourable to exchanges and to emergence of news ideas.
MCDM can be defined as the study of methods and procedures by which concerns
about multiple conficting criteria can be formally incorporated into the
management planning process.
The purposes of the Society are to develop, test, evaluate and apply methodologies for solving multiple criteria decision making problems, to foster interaction and research in the scientific field of multiple criteria decision making, and to cooperate with other organizations in the study of management from a quantitative perspective. These purposes are to be carried out by:
(1) facilitating communications,
(2) providing academic assistance with ideas, methods and contacts whenever and wherever needed,
(3) sponsoring international conferences for the dissemination of results,
(4) encouraging special purpose workshops and student exchanges,
(5) publishing the newsletter MCDM WorldScan, and
(6) encouraging an environment of international colleagueship and friendship across the globe.
The Society for Judgment and Decision Making is an interdisciplinary academic organization dedicated to the study of normative, descriptive, and prescriptive theories of decision. Its members include psychologists, economists, organizational researchers, decision analysts, and other decision researchers. The Society's primary event is its Annual Meeting at which Society members present their research.
MCDA 63, The 63rd Meeting of the European Working Group on Multi-Criteria Decision Aiding (MCDA)
March 30-31, 2006 - Porto, PORTUGAL
The 63rd Meeting of the European Working Group on Multi-Criteria Decision Aiding (MCDA) will take in Portugal March 30-31, 2006 at INESC Porto, in the Campus of FEUP (Faculdade de Engenharia da Universidade do Porto). The main theme of this meeting is performance evaluation (individuals, institutions, services, etc).
MCDM 2006: The 18th International Conference on Multiple Criteria Decision
June 19-23, 2006 - Chania, GREECE
The 18th International Conference on Multiple Criteria Decision Making will take place June 19-23, 2006 at the MAICh Conference Centre, Chania, Greece. The conference aims to bring together researchers and practitioners who address Multiple Criteria Decision Making. The International Conference on Multiple Criteria Decision Making theme is Knowledge-based multicriteria decision support, and emphasizes the advanced knowledge techniques in the development of multicriteria decision support system.
FUR XII: 12th International Conference on the Foundations and Applications
of Utility, Risk and Decision Theory
June 22-26, 2006 - Rome, ITALY
The 12th International Conference on the Foundations and Applications of Utility, Risk and Decision Theory will take place June 22-26, 2006 in Rome, Italy.
Stimulating, exciting, and provocative round tables are being organized on static decision making, behaviorism versus axioms, and dynamic decision making.
INFORMS International Hong Kong 2006
June 25-28, 2006 - Hong-Kong, HONG-KONG
The theme of the INFORMS International Hong Kong 2006 meeting comprises a broad area of application in which discipline's strengths in modeling, analysis and algorithm design can be utilized to make vital contributions. As a natural outgrowth of this theme, the program of the INFORMS International Hong Kong 2006 conference will also emphasize the importance of the relationship between basic research and the practice of OR/MS. You are invited to share your operations research and management science (OR/MS) applications and to develop a better understanding of what the OR/MS profession has contributed and has to offer in various areas of application.
In Two Minds: Dual-Process Theories of Reasoning and Rationality
July 5-7, 2006 - Cambridge, UNITED-KINGDOM
The conference In Two Minds: Dual-Process Theories of Reasoning and Rationality is an interdisciplinary meeting on reasoning and rationality, which, for the first time, will bring together the leading researchers on dual-processes theory in order explore the motivations for different dual-process theories, the connections and contrasts between them, and their implications for various disciplines. The focus will be on theoretical aspects of dual-process theory, rather than purely experimental work, and there will be special emphasis on the philosophical applications of work in this area.
SJDM 2006: The Annual Meeting of the Society for Judgment and Decision Making (SJDM)
November 18-20, 2006 - Houston, Texas, USA
The Society for Judgment and Decision Making (SJDM) will hold its annual meeting in Houston, Texas, USA.
DSI 2006: The 37th Annual Meeting of the Decision Sciences Institute
November 18-21, 2006 - San-Antonio, Texas, USA
The 37th Annual Meeting of the Decision Sciences Institute will take place November 18-21, 2006 in San-Antonio, Texas, USA.
The theme will be Decision Making to Increase Business Value.
POGO Urges OSTP to Ensure that Agency Scientific Integrity Plans Include Contractors and Grantees
POGO is pleased to see that most federal departments and agencies have finally made public their draft or final scientific integrity plans in response to President Obama's March 2009 Memorandum on Scientific Integrity. However, POGO is concerned that several agencies have not included contractors or grantees in their plans. The failure to ensure the integrity of science performed outside the government but funded with taxpayer dollars is particularly troubling given that some of these departments or agencies—such as the Department of Energy (DOE)—rely heavily or nearly entirely on contractors and grantees for scientific research. .
14 Federal Agencies Fail to Fulfill the President's Directive: Billions in Taxpayer-Funded Science Not Included in Integrity Plans and Policies
The Department of Energy (DOE) and the Food and Drug Administration were two of 14 federal agencies that failed to set proper scientific standards for contract and grantee researchers, despite the fact that tens of billions of dollars in taxpayer money funds this science each year, the Project On Government Oversight (POGO) said in a letter sent today to the Obama administration..
POGO Supports DoD Effort to Redefine Commercial Items
The Project On Government Oversight (POGO) urges you to support the Department of Defense's (DoD) legislative proposal for the National Defense Authorization Act that will result in improved oversight of billions of dollars' worth of so-called "commercial" goods and services..
POGO Supports Proposed Defense Contractor Crime Reporting Rule
The Department of Defense (DoD) seeks input on a proposal to amend the Defense Federal Acquisition Regulation Supplement (DFARS) to expand coverage on contractor requirements and responsibilities with regard to the reporting of crimes committed by or against contractor personnel. .
POGO's Response to Professional Services Council Letter Regarding Reducing Civilian Workforce
Senators and Representatives recently received a letter from the Professional Services Council (PSC) responding to their letters to Secretary of Defense Leon Panetta, in they criticized the Department of Defense's (DoD) efficiency initiative, which aims to reduce costs by scaling back the civilian workforce to 2010 levels rather than compliance with mandates to reduce reliance upon contractors. We would like to offer some perspective on a number of points raised in the PSC letter..
POGO and Partners Strongly Support Passage of the DATA Act
We, the undersigned organizations, are writing in strong support of the Digital Accountability and Transparency Act (DATA Act), H.R. 2146, which is planned for a floor vote this Wednesday. The DATA Act is an important step towards improving federal financial transparency and would empower the public to better understand how their federal dollars are being spent. .
A Test Case on Sanctions?
If there's one thing most Americans support in foreign policy, it's sanctions against Iran to halt its alleged drive for nuclear weapons. From President Obama to Mitt Romney, Rick Santorum, and Newt Gingrich, leading candidates all want to put the economic squeeze on Tehran and to signal their support for Israel. President Obama recently announced he will ratchet up sanctions on the country's oil exports and declared a "national emergency" to deal with the Islamic Republic. The Senate will try to iron out its differences over anti-Iran measures in coming weeks, as bus stations around Washington, DC, are studded with advertisements questioning the President's resolve on the issue..
U.S. Wasting Billions on Over-Priced Service Contracts; Government Lacks Data to Make Informed Contracting Decisions, POGO Tells Congressional Subcommittee
The federal government more than doubled its spending on service contracts over the last decade, despite having inaccurate data on the "true" cost of those contracts—largely because of the misguided notion that outsourcing is more cost effective than using federal workers, the Project On Government Oversight (POGO) told a Senate subcommittee today..
POGO's Scott Amey testimony on "Contractors: How Much Are They Costing the Government?"
I want to thank Chairman McCaskill, Ranking Member Portman, and the Subcommittee for asking the Project On Government Oversight (POGO to submit written testimony about the important, but often ignored, issue of service contracting costs. Although there are many initiatives in place to cut federal agency spending and reduce the costs associated with the federal workforce, the cost of contractor services has escaped scrutiny. Such avoidance is extremely disturbing because the government annually spends more taxpayer dollars on contractor services than it spends on goods, over $320 billion and $210 billion in FY 2011, respectively. To put that level of spending in perspective, total contract spending was $205 billion in FY 2000, of which services accounted for $128 billion of the total..
Last Modified: Tuesday, August 28, 2012 9:25:11 PM