Consulting: Difference between revisions

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==Negotiating==

*'''Listen~~'''.~~ Listen to the other side - don't simply advance your own agenda. Understand what your client wants/needs

;Listen:

:Listen to the other side - don't simply advance your own agenda. Understand what your client wants/needs

:and WHY they believe they want/need it.

and ~~WHY they believe they want/need it~~.

;Educate:

:Many of your clients will have little experience with software development agreements. Take a little time

:to educate them about milestones, warranties, and other important terms. You'll nearly always develop credibility

:when you take the time to educate your prospective client, and this will help you when you negotiate those terms.

*'''Educate'''. Many of your ~~clients will have little experience with software development agreements~~. ~~Take a little time~~

;Agree:

:You should agree when you can. Many minor issues are not worth disagreement. Think about your client's

:points from THEIR perspective and find ways to acknowledge their points and concerns.

to ~~educate~~ them ~~about milestones~~, ~~warranties, and other important terms. You~~'ll ~~nearly always develop credibility~~

;Reframe:

~~when~~ you ~~take the time~~ to ~~educate~~ your ~~prospective~~ client, ~~and this will~~ help you ~~when you negotiate those terms~~.

:Whenever you can, find ways to reframe issues instead of rejecting them. If you reject something your

:client proposes, you'll put them on the defensive. Find ways to reframe their ideas or points and to move the

:conversation further. If you're not sure how to reframe something, ask your client to clarify and in that process, ask

:questions that help you to reframe the conversation.

*'''Agree'''. You should ~~agree when~~ you can. ~~Many minor issues are not worth disagreement~~. ~~Think about~~ your client's

;Know Your Limits:

:You should always know your walk-away position. In every negotiation, you'll have terms that

:you can concede and others that you cannot. Understanding this in advance of the negotiation will help you to

:better articulate your views and to avoid wasting a lot of time. Make such terms clear to your client but don't make

:every point a deal.

~~points from THEIR perspective~~ and ~~find ways to acknowledge their points and concerns~~.

If you're looking for good books about negotiation, I recommend: [[Special:BookSources/978-0143118756|''Getting To Yes'']] and [[Special:BookSources/0553371312|''Getting Past No: Negotiating in Difficult Situations'']] both by William Ury.

*'''~~Reframe~~'''. ~~Whenever you can~~, ~~find ways~~ to ~~reframe issues instead~~ of ~~rejecting them~~. If you ~~reject something your~~

==Creating a Non-profit Foundation==

https://wiki.opensource.org/bin/Main/Projects/entities-wg/IRS+Ruling+Documentation/

==Government Contracting==

Let's start things off with "Government Contracting" is hard. It takes a lot of knowledge, experience and effort to become approved as a vendor for any given state or federal entity. Navigating the regulations and procedures is a specialty. Let's not even mention the TLAs<ref>[https://www.acquisition.gov/far/part-2 Definitions of Words and Terms in the Federal Acquisition Regulations]</ref>

For one, you need to become an authorized vendor (SAMe).

=== Using an existing Contract ===

Before employing an army of attorneys and business people to develop a contract with the Federal Government, it is almost certain that you should '''use''' an existing contract. For example, to provide services to NASA, there is the [https://www.sewp.nasa.gov/ '''SEWP'''] (Solutions for Enterprise-Wide Procurement) - a GWAC (Government-Wide Acquisition Contract). '''Unfortunately''', the SEWP 'competition' process is open for only a short time, and the list of 'Prime Contractors' is set for the next decade.<ref>https://sewpprod.servicenowservices.com/support?id=kb_article_view&sys_kb_id=693d8bb18716e21070b60e950cbb354ek</ref>

=== Developing a Contract ===

You may need to develop/negotiate a contract. The eCFR<ref>The Electronic Code of Federal Regulations (eCFR) provides a way of exploring the Code of Federal Regulations as it exists today and at points in time back to January 2017.

The eCFR allows you to:

*browse the Code of Federal Regulations as it existed at any point in time

*compare the regulations as they existed on any two dates

*view a timeline of how the CFR content has changed

*search for specific terms

*subscribe to changes in the regulations

The eCFR is not an official legal edition of the CFR. Understanding the eCFR explains its status and the editorial process.

~~client proposes, you'll put them on~~ the ~~defensive. Find ways to reframe their ideas or points~~ and ~~to move~~ the

;Code of Federal Regulations:

~~conversation further~~. ~~If you're not sure how to reframe something, ask your client to clarify and in that process, ask~~

:The Code of Federal Regulations (CFR) is the codification of the general and permanent rules published in the Federal Register by the departments and agencies of the Federal Government. It is divided into 50 titles representing broad areas subject to federal regulation.

~~questions that help you~~ to ~~reframe the conversation~~.

*'''~~Know Your Limits~~'''. ~~You should always know your walk~~-~~away position~~. ~~In every negotiation, you'll have terms that~~

The '''Electronic Code of Federal Regulations (eCFR)''' is a continuously updated online version of the CFR and provides enhanced features that are not part of the published CFR</ref> [https://www.ecfr.gov/current/title-48/chapter-1/subchapter-C/part-16#subpart-16.7 Title 48 Chapter 1 Subchapter C Part 16] lists the types of contracts.

~~you can concede~~ and ~~others~~ that ~~you cannot. Understanding this in advance of~~ the ~~negotiation will help you to~~

In 2021, the Defense Dept., the General Services Administration (GSA) and National Aeronautics and Space Administration (NASA) ruled that the Micro-Purchase Threshold (MPT) would apply to '''Task and Delivery Orders'''. This adjusted Federal Aquisition Regulation (FAR) to harmonize with MPT (currently $10,000), increasing limits which previously were $2,500 or $3,500.<ref>https://www.federalregister.gov/documents/2021/06/10/2021-11864/federal-acquisition-regulation-application-of-micro-purchase-threshold-to-task-and-delivery-orders</ref>

~~better articulate your views and~~ to ~~avoid wasting a lot of time. Make such terms clear to your client but don't make~~

~~every point a deal-~~

~~If you~~'~~re looking for good books about negotiation, I recommend: ''Getting To Yes~~'' and ''~~Getting Past No~~'~~' ISBN 0553371312~~.

==~~Creating a Non-profit Foundation~~==

=== Micro Purchases ===

https://~~wiki~~.~~opensource~~.~~org~~/~~bin~~/~~Main/Projects/entities~~-~~wg/IRS+Ruling+Documentation/~~

For simple stuff, under the [https://www.acquisition.gov/afars/chapter-1-government-purchase-card-program Government Purchase Card] (GPC) program, a contractor (vendor) may supply goods and services to the purchasing government agency (buyer) with a simple invoice and receive credit card payment, without the need for a contract, as long as the dollar amount is a "micro purchase" (meaning under the Micro-Purchase Threshold (MPT) which stands at $10,000 for most goods and services in 2025)

==Government ~~Contracting==~~

To learn more about Micro Purchases, head over to the the Defense Aquisition University (DAU) 'acquipedia' page [https://www.dau.edu/acquipedia-article/government-purchase-card-gpc-program about the Government Purchase Card program]

~~Let's start things off with "Government Contracting" is hard. It takes a lot of knowledge, experience and effort to become approved as a vendor for any given state or federal entity.~~

=== General Info ===

[https://osgoodandassociates.com/ Osgood and Associates], headed by Dr. Deborah Osgood, offers a wealth of great resources and experience to draw from.

==Govt. Contracting Resources==

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Line 105:

There is an entire industry to help you (lighten your wallet) in the pursuit of Federal and State dollars.

*~~http~~://~~www.~~theasbc.org/~~?page=about_us~~

*[https://theasbc.org/about-us/ The American Small Business Coalition]

But that's because there is a big pot of money to chase

@@ Line 31: / Line 31: @@
 ==Negotiating==
-*'''Listen'''. Listen to the other side - don't simply advance your own agenda. Understand what your client wants/needs
+;Listen:
+:Listen to the other side - don't simply advance your own agenda. Understand what your client wants/needs
+:and WHY they believe they want/need it.
-and WHY they believe they want/need it.
+;Educate:
+:Many of your clients will have little experience with software development agreements. Take a little time
+:to educate them about milestones, warranties, and other important terms. You'll nearly always develop credibility
+:when you take the time to educate your prospective client, and this will help you when you negotiate those terms.
-*'''Educate'''. Many of your clients will have little experience with software development agreements. Take a little time
+;Agree:
+:You should agree when you can. Many minor issues are not worth disagreement. Think about your client's
+:points from THEIR perspective and find ways to acknowledge their points and concerns.
-to educate them about milestones, warranties, and other important terms. You'll nearly always develop credibility
+;Reframe:
-when you take the time to educate your prospective client, and this will help you when you negotiate those terms.
+:Whenever you can, find ways to reframe issues instead of rejecting them. If you reject something your
+:client proposes, you'll put them on the defensive. Find ways to reframe their ideas or points and to move the
+:conversation further. If you're not sure how to reframe something, ask your client to clarify and in that process, ask
+:questions that help you to reframe the conversation.
-*'''Agree'''. You should agree when you can. Many minor issues are not worth disagreement. Think about your client's
+;Know Your Limits:
+:You should always know your walk-away position. In every negotiation, you'll have terms that
+:you can concede and others that you cannot. Understanding this in advance of the negotiation will help you to
+:better articulate your views and to avoid wasting a lot of time. Make such terms clear to your client but don't make
+:every point a deal.
-points from THEIR perspective and find ways to acknowledge their points and concerns.
+If you're looking for good books about negotiation, I recommend: [[Special:BookSources/978-0143118756|''Getting To Yes'']] and  [[Special:BookSources/0553371312|''Getting Past No: Negotiating in Difficult Situations'']] both by William Ury.
-*'''Reframe'''. Whenever you can, find ways to reframe issues instead of rejecting them. If you reject something your
+==Creating a Non-profit Foundation==
+https://wiki.opensource.org/bin/Main/Projects/entities-wg/IRS+Ruling+Documentation/
+==Government Contracting==
+Let's start things off with "Government Contracting" is hard.  It takes a lot of knowledge, experience and effort to become approved as a vendor for any given state or federal entity. Navigating the regulations and procedures is a specialty. Let's not even mention the TLAs<ref>[https://www.acquisition.gov/far/part-2 Definitions of Words and Terms in the Federal Acquisition Regulations]</ref>
+For one, you need to become an authorized vendor (SAMe).
+=== Using an existing Contract ===
+Before employing an army of attorneys and business people to develop a contract with the Federal Government, it is almost certain that you should '''use''' an existing contract. For example, to provide services to NASA, there is the [https://www.sewp.nasa.gov/ '''SEWP'''] (Solutions for Enterprise-Wide Procurement) - a GWAC (Government-Wide Acquisition Contract). '''Unfortunately''', the SEWP 'competition' process is open for only a short time, and the list of 'Prime Contractors' is set for the next decade.<ref>https://sewpprod.servicenowservices.com/support?id=kb_article_view&sys_kb_id=693d8bb18716e21070b60e950cbb354ek</ref>
+=== Developing a Contract ===
+You may need to develop/negotiate a contract. The eCFR<ref>The Electronic Code of Federal Regulations (eCFR) provides a way of exploring the Code of Federal Regulations as it exists today and at points in time back to January 2017.
+The eCFR allows you to:
+*browse the Code of Federal Regulations as it existed at any point in time
+*compare the regulations as they existed on any two dates
+*view a timeline of how the CFR content has changed
+*search for specific terms
+*subscribe to changes in the regulations
+The eCFR is not an official legal edition of the CFR. Understanding the eCFR explains its status and the editorial process.
-client proposes, you'll put them on the defensive. Find ways to reframe their ideas or points and to move the
+;Code of Federal Regulations:
-conversation further. If you're not sure how to reframe something, ask your client to clarify and in that process, ask
+:The Code of Federal Regulations (CFR) is the codification of the general and permanent rules published in the Federal Register by the departments and agencies of the Federal Government. It is divided into 50 titles representing broad areas subject to federal regulation.
-questions that help you to reframe the conversation.
-*'''Know Your Limits'''. You should always know your walk-away position. In every negotiation, you'll have terms that
+The '''Electronic Code of Federal Regulations (eCFR)''' is a continuously updated online version of the CFR and provides enhanced features that are not part of the published CFR</ref> [https://www.ecfr.gov/current/title-48/chapter-1/subchapter-C/part-16#subpart-16.7 Title 48 Chapter 1 Subchapter C Part 16] lists the types of contracts.
-you can concede and others that you cannot. Understanding this in advance of the negotiation will help you to
+In 2021, the Defense Dept., the General Services Administration (GSA) and National Aeronautics and Space Administration (NASA) ruled that the Micro-Purchase Threshold (MPT) would apply to '''Task and Delivery Orders'''. This adjusted Federal Aquisition Regulation (FAR) to harmonize with MPT (currently $10,000), increasing limits which previously were $2,500 or $3,500.<ref>https://www.federalregister.gov/documents/2021/06/10/2021-11864/federal-acquisition-regulation-application-of-micro-purchase-threshold-to-task-and-delivery-orders</ref>
-better articulate your views and to avoid wasting a lot of time. Make such terms clear to your client but don't make
-every point a deal-
-If you're looking for good books about negotiation, I recommend: ''Getting To Yes'' and  ''Getting Past No'' ISBN 0553371312.
-==Creating a Non-profit Foundation==
+=== Micro Purchases ===
-https://wiki.opensource.org/bin/Main/Projects/entities-wg/IRS+Ruling+Documentation/
+For simple stuff, under the [https://www.acquisition.gov/afars/chapter-1-government-purchase-card-program Government Purchase Card] (GPC) program, a contractor (vendor) may supply goods and services to the purchasing government agency (buyer) with a simple invoice and receive credit card payment, without the need for a contract, as long as the dollar amount is a "micro purchase" (meaning under the Micro-Purchase Threshold (MPT) which stands at $10,000 for most goods and services in 2025)
-==Government Contracting==
+To learn more about Micro Purchases, head over to the the Defense Aquisition University (DAU) 'acquipedia' page [https://www.dau.edu/acquipedia-article/government-purchase-card-gpc-program about the Government Purchase Card program]
-Let's start things off with "Government Contracting" is hard.  It takes a lot of knowledge, experience and effort to become approved as a vendor for any given state or federal entity.
+=== General Info ===
 [https://osgoodandassociates.com/ Osgood and Associates], headed by Dr. Deborah Osgood, offers a wealth of great resources and experience to draw from.
 ==Govt. Contracting Resources==
@@ Line 70: / Line 105: @@
 There is an entire industry to help you (lighten your wallet) in the pursuit of Federal and State dollars.
-*http://www.theasbc.org/?page=about_us
+*[https://theasbc.org/about-us/ The American Small Business Coalition]
 But that's because there is a big pot of money to chase