Contract Creation and Management Simulation
“Contract Creation and Management Simulation”
Bus Law 531
August 30, 2011
Contract Creation and Management SimulationThe simulation shows a confutation between two software-developing companies, Span Systems, and its customer Citizen-Schwartz AG (C-S), a largeGerman bank. The two companies are in difference of opinion over the quality and timeliness of deliverables. There have been major bugs found by C-S during testing and are worried about Span not fulfilling the one-year contract, which is worth $6 million. Span main apprehension is obtaining a larger contract with e-CRM, which is in line with result of the current contract. C-S has requested all code and asserted the rescission of the contract. Future Business Opportunities Performance of Contract “The contract states, states that neither party may cancel this agreement, in whole or in part, subsequent to more than 50 percent of the consideration having been tendered by the other’,(UoP Simulation). Since C-S requested all code, it is in breach of contract because more than 50 percent of the deliverables have been delivered. By looking at the big picture, the e-CRM contract, Span is willing to discuss and give concessions regarding the quality issue. Internal Escalation Procedure for Disputes The existing agreement covers the internal escalation guidelines regarding any conflicts. The parties believing itself aggrieve shall call for advanced management involvement in writing to the other party (UoP Simulation). C-S requesting all break down of any ongoing code hit with violation of the current contract. Span is willing to set this aside if C-S withdraws its request.Requirement Changes Change Management. The current contract is written to cover a one-year time frame. C-S user and system requirements have grown, especially in the software arena. The original contract should have addressed any out of the ordinary changes, but it didn’t.
Bus Law 531
August 30, 2011
Contract Creation and Management SimulationThe simulation shows a confutation between two software-developing companies, Span Systems, and its customer Citizen-Schwartz AG (C-S), a largeGerman bank. The two companies are in difference of opinion over the quality and timeliness of deliverables. There have been major bugs found by C-S during testing and are worried about Span not fulfilling the one-year contract, which is worth $6 million. Span main apprehension is obtaining a larger contract with e-CRM, which is in line with result of the current contract. C-S has requested all code and asserted the rescission of the contract. Future Business Opportunities Performance of Contract “The contract states, states that neither party may cancel this agreement, in whole or in part, subsequent to more than 50 percent of the consideration having been tendered by the other’,(UoP Simulation). Since C-S requested all code, it is in breach of contract because more than 50 percent of the deliverables have been delivered. By looking at the big picture, the e-CRM contract, Span is willing to discuss and give concessions regarding the quality issue. Internal Escalation Procedure for Disputes The existing agreement covers the internal escalation guidelines regarding any conflicts. The parties believing itself aggrieve shall call for advanced management involvement in writing to the other party (UoP Simulation). C-S requesting all break down of any ongoing code hit with violation of the current contract. Span is willing to set this aside if C-S withdraws its request.Requirement Changes Change Management. The current contract is written to cover a one-year time frame. C-S user and system requirements have grown, especially in the software arena. The original contract should have addressed any out of the ordinary changes, but it didn’t.
References: rant, Bilateral, and Multilateral Negotiations. (1994). Negotiations in Debt and Financial Management. United Nations Institute for Training and Research (UNITAR). Retrieved July 22, 2000, from the web site: http://65.235.159.154/search?q=cache:Esr5UlF5IvIJ:www.org/dfm/Resource_Center/Document_Series/Document4/DocSeries4.pdf+%22Interest+Based+Strategy%22+results&hl=enMagnuson, J. (2000). How You Can Win With Negotiation. Business Development Mentoring. Rising Women Magazine. Retrieved Aug 30, 2011, from the web site: http://www.risingwomen.com/arcmagneson3.htmReed, O. L. (2000). The Legal and Regulatory Environment of Business. The McGraw-Hill Companies, ISBN: 0072440600University of Cincinnati. (Ed). Contract Creation and Management [University of Cincinnati]. Retrieved Aug 30, 2011, from University of Cincinnati | Similar Essays * Contract Creation And Management Simulation * Contract Creation And Management * Contract Creation And Management * Law 529 - Contract Creation And Management Memo * Contract Creation And Management * Risk Management Simulation * Contract Creation * Contract Creation * Compare And Contrast The Traditional Roles Of Managers Presented By Fayol’S Early Writings With More Contemporary Research Of Stewart And Mintzberg. * Compare And Contrast The Management Theories Of Frederick Taylor, Henri Fayol, Elton Mayo And Douglas McGregor. In What Sense(S) Are These Theories Similar And/or Compatible? In What Sense(S) Are These Theories Dissimilar And/or Incompatible? How Would * Managing Research Design Simulation * Managing Crisis Using PR Simulation Summary * Equal Opportunities Or Managing Diversity In Organizations Are These J * Managing Human Relations | | |