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CASE STUDY 1 Some projects are technically successful but fail to help the organization as expected. Consider typical information technology procurement for an application package, a custom-built tax collection system, or a local area network connecting all of the organization's personal computers. The system can do everything promised by the supplier: It has the right features and works well on the equipment. In short, it's a technical success. Despite the technical success the end users staffs never accept the system wholeheartedly. It's "not as good as the old system" according to staff, or the Administrator I sees the system primarily as a source of complaint from council or managers. In these situations, the problem often lies not with the system or the supplier, but with the manner in which it was promoted and installed by management. Negative reactions to systems features are often symptoms of people problems. Many systems projects fail because key issues related to roles and responsibilities are neglected during the selection and implementation process. People are often neglected. In many situations, problems are created because management does not understand the impact of the selection process or the new system on relationships within the organization. Management often neglects or underestimates the stresses and uncertainties created by this type of project. QUESTION: As a Procurement Officer, please indicate how you think the issues being raised can be avoided?

Letter to Guardian: 2012-04-25 On April 13, a few tender notices came out in the newspapers for various works at UTT campuses. There was an ad for painting of the external walls of the San Fernando Campus. What bothers me about this is that the external building was just painted. So why is there an ad for this service? This leads me to believe that a contract was given before and the works done, and now it is being advertised. Or maybe another contract is being given out to do work already done. Being a contractor, I would like to tender for my services, but there is a $500 nonrefundable fee for sending in a tender. So painting contractors should be wary of this. Of concern too is that other contracts may have been given out but are only now being advertised. When we see questionable activities occurring it makes one wonder if corruption is continuing unabated under this Government. Elaine Peters, Marabella. Guardian extract :

CASE STUDY 3 COMMENTS ON ROCUREMENT REQUIREMENTS A government purchaser wanted to ensure that the supplier's service staff could reach its site within a few hours, when needed. So, in deciding on which suppliers to invite, the procurement officer stated that in the RFP the "suppliers must have a service office in our city." Questions: Is this request a reasonable way of obtaining the desired results? What are the real objectives in providing such a services?