04 Lista de Riscos HP

**HP CONSULTING CONFIDENTIAL**
HP CONSULTING BRAZIL QUOTATION WORKSHEET - A3

February FY'01
Version 2.08
1 Complete Risk Questions (FocusPM - PMT 7100);

2 Risk Identification & Assessment - Risk Summary;
3 Identification of "Red Flags";
4 Input data into Resource Sheet (Only White cells);
5 If necessary, input discount or Value Added
and provide requested signature;
6 Deals with delivery longer than 6 months and/or negative
cash-flow not using FCG, please contact HPC Finance in
order to obtain a Financial Analysis;
7 For quotation using FCG, use Payment in US$
100% initial; use one Worksheet for Services and other for
On Demand;
8 HP Consulting Brazil - Approval Rule
The purpose of this Matrix is to ensure the following:

The business we pursue meets the strategic intent of HP Consulting
There is effective visibility & approval for our business decisions
We can exhibit effective business control within our business
There are two parts to the Approval Matrix: the first details the approvals required at a world wide leve
BUSINESS CONSIDERATION
INTENT TO QUOTE/ENGAGEMENT PRICING
WORLD WIDE
Approval is for the Risk Assessment & Rating, price, anticipated

Engagement Gross Margin, proposed commercial terms, resourcing
requirements & any special business considerations associated with
delivering the deal.
For deals (4K only) > $25m
WW General Manager
WW Controller
AFTER Geographic Approvals have
been obtain ed
MAXIMUM POSSIBLE CONTRACT PENALTY (relating to

HP Consulting deliverables)
To ensure visibility of potential exposures & profitability impacts
associated with penalties stated in contracts
> $10m
WW General Manager
WW Controller
GEOGRAPHIC APPROVAL TEMPLATE

Each Geographic Region should create its own matrix based on the maturity of the organisation & the
structure within th e geography.
BUSINESS CONSIDERATION
COUNTRY
REGION
WORLD
WIDE
EXTENDED QUOTE VALIDITY

To ensure deal pricing reflects potential cost/profitability changes
during the period when the client can place an order against the
quota.
< $1000K and < or = 6 months
F&A
> $1000K or > 6 months

QUOTE IN DIFFERENT CURRENCY
F&A + CGM
To ensure that deal pricing reflects potential currency exchan ge

risks.
All
F&A
DEAL QUALIFICATION/ENGAGEMENT PURSUIT

Approval is for the costs of developing the bid & winning the
business & also asking the question do we want to pursue this
Business? (This approval is optional at the Geographic level,
provided a review process is in place for controlling Owned Selling
Costs).
Any business which looks like it may develop into an Acquisition,
Joint Venture or Utility Pricing.
Approvals are based on estimated Owned Selling Costs for
pursuing the deal.
< $50K
PC
> $50K < = $300K
CGM
> $300K
CGM
GGM
INTENT TO QUOTE/ENGAGEMENT PRICING/ CLIENT

PROPOSAL
Approval is for the Risk Assessment & Rating, price, anticipated
Engagement Gross Margin, proposed commercial terms, resourcing
requirements & any special business considerations associated with
delivering the deal.
Approvals are based on deal size and EGM% (4K ONLY):
CPM/PC + F&A
< $1m and EGM% > 37%
>$1m < $25m and EGM% > 37%
CGM + CPM +
F&A
Regional
Controller /
GGM
< $1m and EGM% < 37%
F&A + CGM
Regional
Controller/
GGM
F&A + CGM
Regional
Controller/
GGM
CGM + CPM +
F&A
Regional
Controller /
GGM
> $1m < $25m and EGM%< 37%
PRICING WORKSHEET & RISK ASSESSMENT

Pricing Worksheets & Risk Assessment are integrated parts of the
Intent to Quote/Engagement Pricing phase & must be provided as
part of the approval for this phase. Risk Assessment processes
should be documented & completed for all business
Approvals are based on deal size and EGM% (4K ONLY):
< $1m and EGM% > 37%
$1m < $25m and EGM% > 37%
< $1m and EGM% < 37%
> $1m < $25m and EGM%< 37%

CPM/PC + F&A
CGM + CPM +
F&A
Regional
Controller /
GGM
F&A + CGM
Regional
Controller/
GGM
F&A + CGM
Regional
Controller/
GGM
WW General
Manager
WW Controller
ABRIL
#VALUE!
Questionnaire
0
tbd
1. Client Commitment
The client's project manager has decision making
power.
The client's project manager has the time to
manage the project.
The client's project manager has the skill to
manage the project.
The steering committee is authorized to decide on
important engagement issues.
The intended users are aware of the engagement.
The intended users understand the value of the
engagement.
The intended users are able to give input
throughout the engagement.
Client assigned staff are experienced running
similar projects.
Client has assigned adequate budget for the
engagement.
Score
Yes
No
Yes
No
Yes
No
Yes
No
No
No
Yes
Most
Some
Yes
Yes
Many
Some
No
Yes
Somewhat
A Little
No
Yes
Low Budget
No
Client has assigned adequate personnel for the

engagement.
Yes
Planned - Not
Assigned
No
The intended users have had input into the RFP,

RFI requirements.
Yes
Some
No
Many
Analyze?
Other Factors (Please List and Score - 1 to 100)

1
2
3
4
2. Engagement Definition
The scope of work is sufficiently detailed.
Our proposal clearly meets all of the client's
specifications and requirements.
Client's requirements are understandable and
documented.
Project objectives are defined and clear.
The engagement is in line with or part of the
client's strategic plan.
The engagement will cause changes in the daily
operations / primary process.
The engagement results are mission critical.
There is a viable change order process in place
for use by the project team.
Yes
Mostly
Somewhat
No
Score
2
Yes
Mostly
Somewhat
No
Yes
Mostly
Somewhat
No
Yes
Mostly
Somewhat
No
Yes
Mostly
Somewhat
No
No
Somewhat
Mostly
Yes
No
Somewhat
Mostly
Yes
No
Yes
Analyze?

1
2
3
4
3. Project Schedule
The schedule (time frame) is realistic to complete
all of the required work.
Is timeframe critical to client?
A bottom-up estimate of all work packages was
performed by HP.
The critical path is identified.
All dependencies have been taken into
consideration.
All constraints have been taken into consideration.
All of the engagements milestones have been
identified.
All of the engagements deliverables have been
identified.
FocusPM
PMT7100 / Version 7 / 1-Mar-1999
HP Finance Brazil
Score
Yes
Mostly
Somewhat
No
No
Yes
Crucial
Yes
Somewhat
No
Yes
Somewhat
No
Yes
Mostly
No
Yes
Mostly
No
Yes
Most
Some
No
Yes
Most
Some
No
HP Confidential
Analyze?
Page 2 of 16
by Claudio Tiba
ABRIL
#VALUE!
Questionnaire
0
tbd
Who is responsible for setting schedule dates?
HP
Is HP able to complete the project on or before

the contract completion date?
Yes
HP & Client
Client
No

1
2
3
4
4. HP Experience and Capability
Has the proposed application been successfully
implemented before?
Do we have enough people with the right skill set?
Are there consultants with Line of Business
knowledge present in the delivery team?
What is the ramp-up and ramp-down capability of
the delivery team?
The project team has adequate experience in
executing similar projects.
Do we have sufficient capability to delivery the
project?
If material will be purchased from outside sources,
have we identified the vendors?
The necessary hardware for development and
testing is available.
All necessary installation equipment and tools are
available to support the installation.
Do we have sufficient capability to comply with
Y2k compliance requirements?
Score
Yes - Many
Times
Yes - Once
or Twice
Similar
Projects are
in Process
No
Yes
Mostly
Limited
No
Yes
Somewhat
No
Fast
Medium
Slow
Yes
Mostly
Limited
No
Yes
Mostly
Limited
No
Yes / NA
Most
Some
No
Yes / NA
Most
No / Some
Yes / NA
Most - Rest
is on Order
Some - Most
on Order
No
Yes
Mostly
Limited
No
Analyze?

1
2
3
4
5. Duration
1
2
How long will it take the HP to complete the
< year
< 1 year
engagement?
What is the estimated team size at its peak -- both < 5 people < 10 people
HP and non-HP members?
How many physical locations for the development?
How many physical locations for the
implementation?
How many interfaces to existing systems?
How many countries / HPC practices are involved?
How many different HP organizations must
function together for success?
How many different client departments must
function together for success?
Solution Engagement Size?
MUST: LIST ADDITIONAL RISK AFTER
ANALYSIS (Score 1 to 100)
1
2
3
4
6. Legal and Contractual
Is Client a Public Agency?
FocusPM
HP Finance Brazil
Score
< 2 years
>=2 years
< 15 people
>= 15 people
4 or more
4 or more
>= 1
4 or more
3-4
>= 5
0
1
1-2
1
4 or more
<$1M
$1-$5M
$5-10M
>$10M
Score
Yes
No
HP Confidential
Analyze?
Yes
Analyze?
Page 3 of 16
by Claudio Tiba
ABRIL
#VALUE!
Questionnaire
0
tbd
If not Public Agency, have we placed standard

T&Cs in the proposal?
Has the client specified Terms & Conditions
relating to Y2k compliance?
Have we included the HP standard Y2k clause in
our proposed contract?
If non-standard terms & conditions, has the
contract been reviewed by legal?
Does the contract explicitly exclude our liability for
consequential damage?
Yes
No
Don't Know
No
Yes
Don't Know
Yes
No
Don't Know
Yes / NA
No
Don't Know
Yes
No / Don't
Know
No
Yes / Don't
Know
If we are using new technology, are we infringing

on any patent?
No / NA
Yes / Don't
Know
Does the contract contain a force major ("act of

God") clause that specifically defines events that
would justify suspension of our contractual
obligations?
Yes
No / Don't
Know
Yes
No / Don't
Know
Yes
No / Don't
Know
Yes
No
No
<20%
20%+
Yes
Don't Know
No / Don't
Know
Yes in Add. to
Damages
Will the law of the country or state where we have

to perform impose on us any unusual or excessive
obligations?
Does the contract explicitly exclude or limit our

liability for liquidated damages?
Does the client accept responsibility for its
negligence?
Have we reviewed the "hold-harmless" clause, if
any?
Have we reviewed the penalty clauses, if any?
Does the client require system (rather than
individual component) acceptance?
Is HP legally liable if timeframe not met?
Yes Penalties
Exist
Yes - No
Penalties
No
Up to 10%
No
Do we have all of the necessary approvals and

permits (government, safety, environmental)?
Yes
Does client have right of cancellation for delay?
No
If we are buying standard commercial items, does

the warranty support our obligations to the client?
Yes
No
If we are buying software, will the subcontractor

agree to our license terms?
Yes
No
If the subcontractor will not agree to our software

license terms, have we reviewed their license for
acceptability to the client?
Yes
No
Does the client expect HP to be responsible for

Y2k Compliance of the complete sytem, including
non-HP components -- beyond supplier
documented compliance?
In the case of Y2k correction services in warranty
or support, does the client expect HP to be
responsible for Y2k Compliance of the complete
system, including non-HP implemented
components -- beyond supplier documented
compliance?
Will we need to have a formal agreement after
proposal is accepted?
Yes in Full
Settlement
No
Don't Know
Yes
No
Don't Know
Yes
Yes
No
Don't Know
If penalties apply, do we know them?
No or <
10%
10% to 30%
30% to 50%
> 50%
If indemnification apply, do we know them?
No or <
R$1M
1M to 3M
3M to 5M
> R$5M

1
2
FocusPM
HP Finance Brazil
HP Confidential
Page 4 of 16
by Claudio Tiba
ABRIL
#VALUE!
Questionnaire
0
tbd
3
4
7. Technology -- Hardware & Software
HP can readily comply with the requirements in
the scope of work by using existing products and
technology.
Yes
Score
Some
Futures
No
No
There are agreed-upon test and acceptance

criteria?
Written &
Agreed by
HP
Will new products be used on the project? If so,

when were these products introduced?
Can we comply with all requisite standards (local,
industry, or client imposed)?
Does HP need to develop new application
software?
No New
Products
Products Just
Introduced
Yes
No
No
Yes
Are we transferring the developed software

through a non-exclusive license agreement that
protects our intellectual property rights?
Yes / NA
No
For application software development for thirdparty systems, have we limited our guarantee of
compatibility to a specific release of a third-party
system?
Yes / NA
No
If third-party software is incorporated into the

offering, are we sure that we can sublicense it?
Yes / NA
No / Don't
Know
Is the third-party committed to ensure compatibility

and support of its software for a period equal to
HP's responsibility toward the client?
Yes / NA
No
Do we have access to source code in case of

default by the third-party software supplier?
Is the third-party product certified to be Y2k
compliant?
Are there any HP or non-HP products which are
not Y2k compliant?
Written by
Client
Yes / NA
Don't Know
No
Yes / NA
Don't Know
No
No
Don't Know
Yes
Do we have the tools, processes or information

available to scan HP and non-HP products at the
client site -- to determine Y2k compliance?
Yes
Don't Know
NO
Does HP have the ability to adequately perform

Y2k compliance testing based on HP standards or
based on client standards?
Yes
Don't Know
NO
Analyze?
Yes

1
2
3
4
8. Complexity
How complex are the deliverables?
Is the client willing to share financial, contractual,
and intellectual risks in the execution of the
project?
H/W Only
H/W & S/W
Complex
Very Complex
Score
3
Maybe
No / Don't
Know
Yes / NA
Does the required solution match HP's focus

industry solutions e.g., ERP, Electronic
Commerce, etc.)?
Yes
No
Does the required solution match one or more of

the HPC's Fields of Interests (e.g., Internet,
Decision Support, etc.)?
Yes
No
Maybe
No
Is a Proof-of-Concept / Pilot acceptable to client

as a phased approach?
Are the required resources available to match the
engagement's needs?
Is the required infrastructure in place to meet the
engagement's needs?
FocusPM
HP Finance Brazil
Yes / NA
Yes
Most
Some
No
Yes
Most
Some
No
HP Confidential
Analyze?
Yes
Page 5 of 16
by Claudio Tiba
ABRIL
#VALUE!
Questionnaire
0
tbd
What is the level of commitment to the emerging

HP technologies needed for this Solution?
The corporate culture at the client is compatible
with HP's corporate culture.
1
2
3
4
9. Financial
Have all costs been identified and included in the
estimate?
Will the payment terms allow the project to
generate and maintain a positive cash flow?
Has negative cash flow been priced?
What is the maximum % of the total cost which is
unpaid at any particular time?
Are there clear milestones or deliverables to
trigger payment?
Are payments to be received from outside
countries / practices?
What are the payment terms?
What is the maximum delay between final
acceptance and final invoice?
Very High
High
Yes,
Completely
Yes
Medium
Unknown/ Low
Not Really
No - Not at All
Score
No
Don't Know
Positive
Neutral
Slightly
Negative
Very Negative
N/A
Yes
Partially
No
0 - 20%
21 - 30%
31 - 40%
> 40%
Yes - On
Delivery
Yes Milestone
Not Defined
No
Yes Americas
Yes Elsewhere
< 30 days
30 days
30 - 60 days
> 60 days
1 Mos..
3 Mos..
6 Mos.
>= 12 Mos.
Have these costs been verified by the

implementing organizations and subcontractors?
Yes
No
Don't Know
Are there or should we expect some payment

restrictions in the country where the project is
executed?
No
Some
Yes / Don't
Know
Have we assessed the financial standing of our

direct client and the end-user over the life of the
project?
Yes
No
Does the contract protect HP against inflation,

currency fluctuation, and cost increases?
Yes
No
Don't Know
Somewhat
Is this project a fixed price contract?

If so, are we imposing the same constraints on
our suppliers?
Is a performance or bid bond required?
No
Yes
N/A
Yes
N/A
No
Are we bound by any back-to-back clause that

imposes on us a risk totally outside of our control?
Does the warranty deviate from HP standard
terms?
Are the delivery terms clearly defined and
understood?
No
Yes
No
Yes
No
Yes
Don't Know
Yes
Somewhat
No
Is there a penalty for late delivery?
No
Yes
Are there any financial penalties associated with

Y2k compliance?
No
Yes
Have we identified all of those risk areas that

require insurance coverage (product liability, thirdparty liability, workers, compensation, site
insurance)?
Yes
No
No
None
Will the bid still bring in the expected gross margin

Yes
after having factored in all of the risks and
contingencies?
Very Tight
How tight is change control clause?
FocusPM
HP Finance Brazil
Good
HP Confidential
OK
Analyze?
Page 6 of 16
by Claudio Tiba
ABRIL
#VALUE!
Questionnaire
0
tbd
Is HP "investment" required? If so, has it been

factored into the proposal?
No
Yes Factored
Yes - Not
Factored

1
2
3
4
10. Subcontractors
How many non-HP subcontractors or suppliers
are involved?
To what extent do subcontractors indemnify HP in
respect of their default?
Score
<3
<6
>=6
All
Most
Some
Not at all
Yes
No
Have all other important terms been flowed down

to subcontractors?
NA
Will HP have legal commitments from

subcontractors prior to submitting firm quotation?
Yes / NA
No
Yes
No
Yes
No
Have we clearly decided which part of the work

will be subcontracted and which part will be
handled by HP?
Have bid packages been prepared for
subcontractors to review?
Did we solicit competitive bids?
Are subcontractors, quotes valid for thirty days
after the validity of our proposal?
Do we have experience working with the
subcontractor?
Have the subcontractors agreed to our terms and
conditions?
No
No
Don't Know
Yes - Client
No
Yes
No
Negotiating
Have the subcontractors taken exception to the

specification, statement of work, terms &
conditions or any other requirement?
No
Some
Yes
Have the subcontractors been reviewed for

applicable licenses and permits to perform the
work?
Yes
No
Have we reviewed the subcontractors for

experienced staff available to perform the work?
Yes
No
Have we reviewed the subcontractors for financial

capability to take on the subcontract including any
insurance or bonding requirements?
Yes
No
Does the client have the right to approve

subcontractors?
No
Yes
Are the subcontractors financially able to

complete the work with normal progress payments
from HP?
Yes
No
Will the subcontractor warrant their products /

deliverables to be Y2k compliant?
Yes
No
Yes
Yes
Yes - Direct
Yes - Other
HP
N/A
Don't Know
Analyze?

1
2
3
4
FocusPM
HP Finance Brazil
** COMPANY CONFIDENTIAL **
HP Confidential
Page 7 of 16
by Claudio Tiba
ABRIL
#VALUE!
Red Flags Summary
0
tbd
This section identifies "red flags" that were found based on answers to the Risk Questions. A red flag is defined as a
combination of risk elements which, if not mitigated or eliminated, will likely result in project failure.
Item
Red Flag
The client's project manager neither has the time nor the ability to manage a mission critical project!
The intended users are unaware of this large mission critical project that will change their daily processes!
The scope of work IS NOT clearly defined and this is a fixed price contract!
The client defined contract completion date cannot be met by HP!
The proposed application has not been done before and there is no "bottoms-up" estimates of work packages!
The project is mission critical and available resources are insufficient for this time contained project!
Non-standard terms and conditions are being used that have not been reviewed by legal!
HP may be liable for consequential damages!
The solution is mission critical and involves a new technology that has a low level of commitment from HP!
The project is fixed priced and there are no agreed upon acceptance criteria!
There are insufficient resources available for this project and our ramp-up capability is poor!
This large project is outside HPC's Fields Interests and Focus and will consume lots of resources
This very complex project hasn't been done before and will not be using a phased approach!
The project is fixed price but not all costs have been identified or committed to by implementing organizations!
The project is fixed price and HP is bound by "back-to-back" clauses that we can't control!
Commitments from subcontractors will not be received prior to bidding this fixed price contract!
The project has Y2k issues!
Total Red Flags
Approval
Name:
Title: [HP Consulting Manager]
Date:
FocusPM
HP Confidential
Page 8 of 16
334253724.xls
ABRIL
#VALUE!
Summary and Approvals
0
tbd
Document Information
Project Name: ABRIL
Project Manager: aaa
FocusPM Phase:
Document Version No:

Document Version Date:
Quality Review Method: Management Review by Project Manager

Project Name
Prepared By:
Reviewed By:
Preparation Date:
Review Date:
Distribution List
From
To
Action*
Date
Phone/Fax
Due Date
Phone/Fax
* Action Types: Approve, Review, Inform, File, Action Required, Other (please specify)
Version History
Ver. No.
Ver. Date
Revised By
Description
File Name
Risk Analysis Commitment: /aaa

We analized and addressed risk before send the proposal to client.
NOTE: The Percentage column in the table below will reflect a value when the other sheets have data.
FocusPM

HP Finance Brazil
HP Confidential
Page 9 of 16
by Claudio Tiba
ABRIL
#VALUE!
Summary and Approvals
0
tbd
RISK SUMMARY
Impact
Rating
5
15
5
5
5
5
5
5
5
5
1.6
6.6
2.0
1.4
2.1
1.0
1.5
1.7
1.4
1.4
0.76%
6.25%
1.67%
0.28%
1.85%
0.00%
0.60%
0.93%
0.35%
0.33%
60
21
(see Red Flags Summary if
> 0; Max=16)
Risk Percentage range is 0-100, with 100 being the highest risk
13.00%
3. Project Schedule
5. Duration
7. Technology -- Hardware & Software
8. Complexity
9. Financial
10. Subcontractors
Percentage
Risk Score
# of Red Flags
Risk Overview
10. Subcontractors
9. Financial
3. Project Schedule
8. Complexity
7. Technology -- Hardw are & Softw are

5. Duration
Approved by: Principal Consultant
Country Practice Manager
Reviewed by: Project Manager

aaa
Project Office Manager (orders larger than US$1M)
FocusPM

HP Finance Brazil
HP Confidential
Page 10 of 16
by Claudio Tiba
HP CONSULTING BRAZIL
Resource Worksheet
** HP CONSULTING CONFIDENTIAL **
February FY'01
Version 2.08
SELECT ONE TYPE
General Information
Date:
Country Practice Mgr.
Project Manager
Principal Consultant
Customer Name
Project Name
ID - Services
ID - Integration
Sales Representative
Prepared by:
Select Solution Type:
Financial Terms\Risk Output
##
##
16-fev-2001
Alexandre Brgamo
aaa
Payment(US$/R$)
US$ Payment Term ==>
Input %
Time of Delivery
4 # Months
Initial(
20
Order Expectation(date)
Mar
30(
20
Probability (%)
50 25,50,75
60(
20
Client Budget KUS$
0
90(
20
Comission to non-HP
0% Input %
120(
20
FCG Billing
no Yes/No
150(
0
Risk
13.0%
180(
0
<- MUST! Red Flags
- No Red Flags
100
Account Rate
1.97
Manufacturing
Industry
Practice
NSP(Telecom)
Time Material? No
Location Code
K110 8CDA 28 00 4K 00
<- MUST!
ABRIL
tbd
John Doe
MFG: Extended
)%
)%
)%
)%
)%
)%
)%
%
##
##
##
##
##
?
##
##
HPC Labor Cost & Trainee level

Activities - NOTE - Activities must be in executing order, and should be a multiple of 4 Hours (Minimun)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
Phase/Activity
All
All
All
All
All
Quality assurance
Planning
Other Pre-Sale/Engag
Role
Admin Support
Time spend in Travel
CGM - 4h each 100K
PC - No rule
SBD - 4h each 50K
Quality - 8h each 500K
Quality - 8h per engag.
Mgr Sr
Mgr
Senior C.
Consultant
Assoc.
SW Plant
Trainee
20
GP (60)
Infra (20)
Analista Neg (60)
Cmanag (60)
480
160
480
480
Regras/UI(88)
480
Integr1 sistema atual (80)

Integr2-ERP Basico c/ adapter (70)
640
560
End Project
TOTAL
20
480
2,800
TOTAL
20
8
480
160
480
480
480
640
560
3,308
##
HPC Integration - Software

Phase
Price US$ + TAX(1)
Description
##
Payment
##
Payment
##
Payment
##
Payment
##
Payment
##
Payment
##
Payment
##
Payment
1
2
3
4
5
6
7
8
Transfer Tax - BC
TOTAL
HPC Hardware and Software to HPC Assets

Price US$ + TAX(1)
Description
1
2
3
4
5
6
7
8
Transfer Tax - BC
TOTAL
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
Brazil
(1)Tax: ICMS, IPI, PIS(3%), COFINS(0,65%), ISS, II(Imposto de Importao)
HPC Third Party Labor Cost Estimation (including Service Integration)

HPC Labor WW (Other Community)
Phase
Price R$ + TAX(1)
Third Party Name
1 Relat(50)
2 Regras/UI(88)
3 Hook (50)
21,600
4 Integr1(88)
5
6
7 desp gerenciais
15,000.00
8
Transfer Tax - BC
TOTAL
36,600.00
Part Number
Outside
Outside
Outside
Outside
Outside
Outside
Outside
Outside
Payment
Travel Expenses
Outside
Role
Pre-Sales
P.O. 1BR.
2
Delivery
P.O. BR
P.O. 3BR
P.O. 4BR
P.O. 5BR
P.O. 6BR
P.O. 7BR
P.O. 8BR
9
10
11
12
13
14
P.O.15BR
P.O.16BR
P.O.17BR
P.O.18BR
P.O.19BR
P.O.20BR
P.O.21BR
P.O.22BR
TOTAL
Payment
Brazil
City
Air Fare R$
# of Trips
# Over
Night
Hotel
Type
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
Outside
Brazil
Resource Calculation Memory by Project Manager & other comments
HPC Finance Brazil
Resource Worksheet
By Claudio Tiba
Pricing Summary (US$)
Version 2.08
Total HPC Cost

HP Cost
3P Cost
% of Rev.
47%
4%
242,305.12
207,440.84
18,578.68
3%
0%
0%
0%
14,472.50
1,813.10
Travel Expenses
Other Expenses
Admin Recov.
SDL/PC/CBL Recov.
Risk
13.0%
273,802.49
Country Contribution to Global Funding
162,789.78
HPC Services Price

Services Gross Margin
Services GM%
436,592.27
194,287.15
44.5%
Total Integration Cost

Risk
0%
13.0%
Sub-Total
Country Expenses
HPC Integration SW/HW Price

SW/HW Gross Margin
SW/HW GM%
HPC STANDARD PRICE

HPC STANDARD PRICE + PIS + COFINS
Gross Margin
GM%
436,592.27
453,131.57
194,287.15
44.5%
HPC Net Profit - Services Standard Price

NP %
14,238.21
3.3%
Discount
Commercial (input + #)
Investment (input + #)
Date 16-fev-2001
Country Practice Mgr. Alexandre Brgamo
Project Manager aaa
Customer Name ABRIL
Project Name
ID - Services tbd
ID - Integration
31,497.38
Sub-Total
# Months of Delivery
FCG Billing
4
no
Practice and F&A approval Template

______________________________________________
CPM and F&A Manager Autorization
Payment in US$
Startup
30 days
60 days
90 days
120 days
150 days
180 days
Total
91,162
91,162
91,162
91,162
91,162
455,808
Order & Discount Approval Template
Value Added
Life Cycle Factor\Market (input + #)
Value Pricing (input + #)
383.00
383.00
HPC Price Revised
436,975.27
New Gross Margin

New GM%
GM% Target for Project Manager
194,670.15
44.5%
46.6%
Comission non-HP
February FY'01
0%
Net Price (-ISS)

Value Added or (Discount)
Total Order
GM%
GM% Excluding Risk
453,146.08
383.00
453,529.08
44.5%
40.2%
Order Approval:
CGM & F&A Approval
HPC FINAL NET PRICE

PRICE + PIS + COFINS
436,975.27
453,529.08
FINAL PRICE + PIS + COFINS + ISS
455,808.12
Final Net Profit - HPC

NP %
HPC Finance Brazil
14,468.01
3.3%
Discount Approval:
No Additional Approval Necessary
Pricing Summary
By Claudio Tiba
CCM Summary

Project Manager
Customer Name
Project Name
ID - Services
ID - Integration
February FY'01
Version 2.08
Alexandre Brgamo
aaa
tbd
ABRIL
16-fev-2001
Solution Type
MFG: Extended Manufacturing Industry K110 8CDA 28 00 4K 00
All fields on this CCM Summary are automatically filled in from other pages or calculated. No entry is required.
SECTION NAME
WW Portfolio
WW Portfolio
Avg. Uplift %
Cost
Avg. Price
ENGAGEMENT LABOR ACTIVITY
HPC Labor (excluding travel) (incl. ETW labor)
1.5
207,440.84
311,161.25
Subcontracted Solution Delivery (fixed and/or variable price)
1.5
18,578.68
27,868.02
Other HP labor (Other HP Division, SSG)
1.5
Subtotal - ENGAGEMENT LABOR
1.5
226,019.52
339,029.27
OTHER CLIENT FUNDED ACTIVITY
HPC Travel Expenses (excluding travel time)
Misc. Client Billable Expenses (eg. Equipment, Admin etc.)
Other Billable (ie. Currency Protection, Inflation, etc.)
Client funded selling activities (CA to CB)
Subtotal - OTHER CLIENT FUNDED ACTIVITY
1.5
1.5
1.5
1.5
1.5
ADDITIONAL HPC PRICING FACTORS

Risk/Commission/Others
Structured Intellectual Capital
Value/Market Price Evaluation
Subtotal - PRICING FACTORS
1.5
1.5
1.5
Engagement
Price
Engagement
GM%
Global Funding
Cost ($)
Owned Selling
Cost ($)
Pre-Tax
CCM ($)
Net
CCM ($)
Pre-Tax
CCM%
Net
CCM%
346,426.20
31,026.40
40%
40%
80,901.93
7,245.69
38,106.88
3,412.90
19,976.55
1,789.13
11,985.93
1,073.48
6%
6%
3%
3%
377,452.59
40%
88,147.61
41,519.79
21,765.68
13,059.41
6%
3%
14,472.50
-
21,708.75
-
24,169.08
-
40%
0%
5,644.28
-
2,658.60
-
1,393.70
-
836.22
-
6%
#DIV/0!
3%
#DIV/0!
1,813.10
16,285.60
2,719.65
24,428.40
3,473.23
27,642.30
48%
41%
707.11
6,351.38
382.05
3,040.65
570.96
1,964.67
342.58
1,178.80
16%
7%
10%
4%
31,497.38
100%
31,497.38
18,898.43
100%
60%
383.00
31,880.38
100%
100%
383.00
31,880.38
229.80
19,128.23
100%
100%
60%
60%
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
12.7%
7.6%
Client Facing Deal Summary

(Discount)
HPC MATERIAL
HP Products integrated by HP Consulting (Side-by-Side agree)
Total PL4K Deal Summary
STATISTICAL INFORMATION
HPC Engagement WW Target Uplift (Total PL4K Deal Summary)
HPC Engagement Actual Uplift (Total PL4K Deal Summary)
HPC Engagement Discount/(Markup) (Total PL4K Deal Summary)
1.25
242,305.12
0%
363,457.67
436,975.27
Percent of Revenue
94,499.00
22%
44,560.44
10%
55,610.72
13%
33,366.43
8%
1.50
Non-client funded CAl Selling Costs - Total Est for engagement

Global reporting cost uplift factor (included WW selling costs)
39%
Total CGM Owned Selling Cost %
11%
HP Finance Brazil
CCM Summary
By Claudio Tiba
Order Entry Table
February FY'01
Version 2.08

Project Manager
Customer Name
Project Name
Alexandre Brgamo
aaa
ID - Services
ID - Integration
tbd
ABRIL
16-fev-2001
Prod.Number
H6952A
H6953A
H6956A
H6951A
H6966A
H6972A
100% H6973A
H6974A
H6975A
H6991A
H6996A
H7001A
H7006A
H7002A
H7003A
H7004A
H7011A
H7010A
H7016A
H7012A
H7021A
H9147A
H9152A
H9157A
H9162A
H9167A
H9173A
H9172A
H9181A
H6959A
INTEGRATION
H9145A
H9150A
M06
PL
SF
A
Inicial Price
Description
B
(discount)
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
4K
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
SF53
VCN-Procurement & Sourcing

Enterprise Application Integration
VCN-Product Lifecycle Collaborat
VCN- Supply Chain Optimisation
VCN-Strategy Services
Customer Interaction Solutions
E-Commerce Solutions
Sales & Service Automation Solut
Analytical CRM
NSP E-Services
Service Delivery
Service Assurance
Service Usage
Network Centric Services
Unified Communications Services
Network and Service Infrastructur
Mobile E-Services
E- Financial Services Portals
E- Banking Solutions
Capital markets
Consulting Services (Custom)
IT Infrastructure Solutions
Management Solutions
Security Solutions
Storage/SAN Solutions
E-Intelligence Solutions
Enterprise Information Portals
E-services Technology Solutions
E-services Access & Integration
HPC On-line consulting Services
4K
4K
SF53
SF53
Non HP 3P Hardware
Non HP 3P Software
Comission
4K
100.00% Total Order

1%
453,529.08
-
US$
453,529.08
Total Price + Tax US$

(Discount)
Total Price w/ Discount
455,808.12
455,808.12
A+B
Final Net Price
-
453,529.08
-
Tax
2,279.04
-
453,529.08
2,279.04
###
##
Payment in US$
Startup
30 days
60 days
90 days
120 days
150 days
180 days
Total
Gross Margin :
44.5%
Gross Margin With Discount:
44.5%
GM% Target for PM:
46.6%
Practice:
NSP(Telecom)
Location Code:
K110 8CDA 28 00 4K 00
Solution Type:
MFG: Extended Manufacturing Industry
Revenue Type:
Revenue Recognition Project
CDI/CTIP+1
91,161.62
91,161.62
91,161.62
91,161.62
91,161.62
455,808.12
TO BE ASSIGNED BY OP:
HP Consulting Approval
HP Consulting F&A_______________________________
Additional Approval
Order:
Discount:
HPC Finance Brazil
_______________________________________/______/_____
Alexandre Brgamo
aaa
_______________________________________/______/_____
CGM & F&A Approval
No Additional Approval Necessary
Order Entry Table
by Claudio Tiba
Air Fare Worksheet
TAM ,VARIG and American Airlines

Price R$
CAMPINAS/PORTO ALEGRE/CAMPINAS
CAMPINAS/RIO DE JANEIRO/CAMPINAS
PORTO ALEGRE/CAMPINAS/SP/CAMPINAS
PORTO ALEGRE/SP/BRASILIA/SP
RIO DE JANEIRO/BRASILIA/RIO DE JANEIRO
RIO DE JANEIRO/BRASILIA/SALVADOR
RIO DE JANEIRO/UBERLANDIA/RIO DE JANEIRO
RIO DE JANEIRO/SO PAULO/RIO DE JANEIRO
SO PAULO/BAURU/SO PAULO
S.PAULO/RIO DE JANEIRO/BELO HORIZONTE
SO PAULO/BELO HORIZONTE/SO PAULO
SO PAULO/UBERLANDIA/SO PAULO
S.P/BRASILIA/CUIABA/SP
S.P/BRASILIA/MANAUS/SP
S.P/BRASILIA/NATAL/S.P
SO PAULO/BRASILIA/SO PAULO
SO PAULO/BRASILIA/VITORIA/S.PAULO
SO PAULO/CHAPECO/SO PAULO
SO PAULO/CURITIBA/SO PAULO
SO PAULO/NAVEGANTES/SO PAULO
S.PAULO/PORTO ALEGRE/BRASILIA/SO PAULO
SO PAULO/PORTO ALEGRE/SO PAULO
SO PAULO/RECIFE/SO PAULO
SO PAULO/R JANEIRO/PORTO ALEGRE/S.P
SO PAULO/SALVADOR/SO PAULO
CHAPECO/BRASILIA/CHAPECO
BRASILIA/RIO/BRASILIA
BELO HORIZONTE/BRASILIA/B.HORIZONTE
CHAPECO/UBERLANDI/CHAPECO
SO PAULO/MIAMI/SO PAULO
SO PAULO/MEXICO/SO PAULO
SO PAULO / SO FRANCISCO/SO PAULO
SO PULO / VENEZUELA/SO PAULO
SO PAULO/BUENOS AIRES/SO PAULO
SO PAULO/BOSTON/SO PAULO
Destinos que no constam nesta planilha, favor consultar a Flytour (r.8312).
995.94
633.92
995.94
1,487.56
1,045.37
1,091.30
745.24
444.90
514.32
873.91
741.54
756.98
1,293.16
2,142.24
1,772.37
996.84
1,501.55
865.22
560.60
634.00
1,737.63
995.94
1,385.58
1,313.16
1,457.06
1,042.60
1,045.34
807.72
942.32
4,282.80
3,916.36
5,425.38
3,199.28
1,248.98
5,464.78
HP Consulting Brazil
EMT Brazil
Cost Evolution - Financial Control (KUS$)
tbd
Unit Cost Template US$

Project Manager
Customer Name
Project Name
Alexandre Brgamo
aaa
ID - Services
ID - Integration
tbd
Level 1
Level 2
Level 3
Level 4
SW Plant
Trainee
ABRIL
Go to Web EID Lookup: Year to Project ID Cost
Q1 FY'01
Jan
Q2 FY'01
Mar
Feb
Apr
Q3 FY'01
Jun
May
Jul
Q4 FY'01
Sep
Aug
Oct
47.50
60.83
75.84
90.65
34.68
23.87
Q1 FY'02
Dec
Nov
FY'02
Jan
TOTAL
COST
TARGET
COST
1) Phisical Evolution
2) Expenses
2.1) HPC Labor
Total HPC Labor

2.2) 3P Cost
209.3
Total 3P Cost
Travel Expenses
Other Expenses
18.6
14.5
-
TOTAL COST
242.3
437.0
44.5%
HPC Utility Brazil
EMT Brazil
TOTAL ORDER
TGT GM%
ACTUAL GM%
DIFFERENCE
100.0%
(242.3)
by Claudio Tiba

04 Lista de Riscos HP

Enviado por

Dados do documento

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

04 Lista de Riscos HP

Enviado por

Direitos autorais:

Formatos disponíveis

**HP CONSULTING CONFIDENTIAL**

HP CONSULTING BRAZIL QUOTATION WORKSHEET - A3

1 Complete Risk Questions (FocusPM - PMT 7100);

The purpose of this Matrix is to ensure the following:

Approval is for the Risk Assessment & Rating, price, anticipated

MAXIMUM POSSIBLE CONTRACT PENALTY (relating to

GEOGRAPHIC APPROVAL TEMPLATE

EXTENDED QUOTE VALIDITY

> $1000K or > 6 months

To ensure that deal pricing reflects potential currency exchan ge

DEAL QUALIFICATION/ENGAGEMENT PURSUIT

> $50K < = $300K

INTENT TO QUOTE/ENGAGEMENT PRICING/ CLIENT

< $1m and EGM% < 37%

> $1m < $25m and EGM%< 37%

For deals (4K only) > $25m

PRICING WORKSHEET & RISK ASSESSMENT

$1m < $25m and EGM% > 37%

< $1m and EGM% < 37%

> $1m < $25m and EGM%< 37%

Client has assigned adequate personnel for the

The intended users have had input into the RFP,

Other Factors (Please List and Score - 1 to 100)

Other Factors (Please List and Score - 1 to 100)

Who is responsible for setting schedule dates?

Is HP able to complete the project on or before

Other Factors (Please List and Score - 1 to 100)

Other Factors (Please List and Score - 1 to 100)

If not Public Agency, have we placed standard

If we are using new technology, are we infringing

Does the contract contain a force major ("act of

Will the law of the country or state where we have

Does the contract explicitly exclude or limit our

Do we have all of the necessary approvals and

Does client have right of cancellation for delay?

If we are buying standard commercial items, does

If we are buying software, will the subcontractor

If the subcontractor will not agree to our software

Does the client expect HP to be responsible for

If penalties apply, do we know them?

If indemnification apply, do we know them?

Other Factors (Please List and Score - 1 to 100)

There are agreed-upon test and acceptance

Will new products be used on the project? If so,

Are we transferring the developed software

If third-party software is incorporated into the

Is the third-party committed to ensure compatibility

Do we have access to source code in case of

Do we have the tools, processes or information

Does HP have the ability to adequately perform

MUST: LIST ADDITIONAL RISK AFTER

H/W & S/W

Does the required solution match HP's focus

Does the required solution match one or more of

Is a Proof-of-Concept / Pilot acceptable to client

What is the level of commitment to the emerging

Have these costs been verified by the

Are there or should we expect some payment

Have we assessed the financial standing of our

Does the contract protect HP against inflation,

Is this project a fixed price contract?

Are we bound by any back-to-back clause that

Is there a penalty for late delivery?

Are there any financial penalties associated with

HP CONSULTING CONFIDENTIAL