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You don't want any kind of product key for Microsoft Apps for enterprise installed as part of your reference image. When you are creating your reference image, instead of installing Microsoft Apps for enterprise directly from the Office CDN on the internet, you can install Microsoft Apps for enterprise from a location on your local network, such as a file share. That way your new reference image will have a more up-to-date installation of Microsoft Apps for enterprise. You might need to modify the path to the source folder to reflect your current environment. The task sequence will reference the operating system and applications that you previously imported into the MDT Build Lab deployment share to build a Windows 10 reference image. WSUS also allows for an easy process of approving the patches that you are deploying. Right-click the new Windows 10 folder and select New Task Sequence. Note: The reason for adding the applications after the Tattoo action but before running Windows Update is simply to save time during the deployment.
This way we can add all applications that will upgrade some of the built-in components and avoid unnecessary updating. NET Framework 3. NET 2. Many applications need the. NET Framework, and we strongly recommend having it available in the image. The one thing that makes this different from other components is that. Click OK. Optional configuration: Add a suspend action The goal when creating a reference image is of course to automate everything. But sometimes you have a special configuration or application setup that is too time-consuming to automate.
If you add the LTISuspend. In addition to using the LTI Suspend feature for manual configuration or installation, you can also use it simply for verifying a reference image before you allow the task sequence to continue and use Sysprep and capture the virtual machine. The Windows 10 desktop with the Resume Task Sequence shortcut. Edit the Unattend. However if, for example, you want to configure Internet Explorer behavior, then you can edit the Unattend. Editing the Unattend. These settings are deprecated and can have unintended effects if used. Note You also can use the Unattend. Normally we prefer to do this via the Install Roles and Features action, or using Deployment Image Servicing and Management DISM command-line tools, because then we can add that as an application, being dynamic, having conditions, and so forth.
Also, if you are adding packages via Unattend. Follow these steps to configure Internet Explorer settings in Unattend. MDT now generates a catalog file. Important The ADK version has a known issue generating a catalog file for Windows 10, version or X64 install. You might see the error "Could not load file or assembly" in in the console output. To avoid this issue, install the ADK, version or a later version. This will update imagecat. Manually run imgmgr. Rules are configured using the Rules tab of the deployment share's properties. The Rules tab is essentially a shortcut to edit the CustomSettings. This section discusses how to configure the MDT deployment share rules as part of your Windows 10 Enterprise deployment. You can add almost any rule to either. However, the Bootstrap. For this reason, add only a minimal set of rules to Bootstrap. Put the other rules in CustomSettings. Select the Rules tab and replace the existing content with the following information edit the settings as needed to match your deployment.
Click Edit Bootstrap. Obviously if you are not using the same password pass word3 that is provided in this lab, you must enter your own custom password on the Rules tab and in Bootstrap. On the Windows PE tab, in the Platform drop-down list, select x Update the deployment share After the deployment share has been configured, it needs to be updated. This is the process when the Windows PE boot images are created. Use the default options for the Update Deployment Share Wizard. Note The update process will take 5 to 10 minutes. The rules explained Now that the MDT Build Lab deployment share the share used to create the reference images has been configured, it is time to explain the various settings used in the Bootstrap.
The Bootstrap. The basic purpose for Bootstrap. The CustomSettings. Note The settings, or properties, that are used in the rules CustomSettings. This determines the order in which different sections are read. This Bootstrap. This is the location of the deployment share. Normally, this value is set by MDT, but you need to update the DeployRoot value if you move to another server or other share. If you don't specify a value, the Windows Deployment Wizard prompts you for a location. These values are used for automatic log on to the deployment share. Again, if they are not specified, the wizard prompts you. Warning Caution is advised. These values are stored in clear text on the boot image. Even if it is nice to be welcomed every time we start a deployment, we prefer to skip the initial welcome page of the Windows Deployment Wizard. Note All properties beginning with "Skip" control only whether to display that pane in the Windows Deployment Wizard.
Most of the panes also require you to actually set one or more values. Has the same function as in Bootstrap. Priority determines the order in which different sections are read. This CustomSettings. In general, if you have multiple sections that set the same value, the value from the first section higher priority wins. The rare exceptions are listed in the ZTIGather. The organization name displayed in the task sequence progress bar window during deployment. Controls the settings for user state backup. You do not need to use when building and capturing a reference image. Configures the task sequence to run the System Preparation Sysprep tool and capture the image to a file when the operating system is installed. Sets the local Administrator account password. Establishes the time zone to use.
Don't confuse this value with TimeZone, which is only for legacy operating systems Windows 7 and Windows Server Configures Windows to join a workgroup. Hides the Windows Shell during deployment. This is especially useful for Windows 10 deployments in which the deployment wizard will otherwise appear behind the tiles.
Instructs MDT what to do when the task sequence is complete. Configures the task sequence not to create the extra partition for BitLocker. There is no need to do this for your reference image. Without this option MDT will use Microsoft Update directly, which will increase deployment time and limit your options of controlling which updates are applied. Instructs MDT to copy the log files to a server share if something goes wrong during deployment, or when a deployment is successfully completed. Skips the pane that asks for the Administrator password. Skips the pane that asks for the product key.
Christine Beeler on Category Management full length 4 Brig. The Freedom of Information Act is a federal law that establishes the public's right to request existing records from federal government agencies. Requests are only for agency "records. FOIA, which is known by its legal cite as 5 U. No special form is required; however, the request should be labeled as a "Freedom of Information Act Request," with a reasonable description of the records requested. You must also state a willingness to pay any search and review fees. You can request documents under the FOIA by fax, letter, or electronic mail and must include the following information: Name and business name if applicable Mailing and email addresses Telephone number Fax number if applicable Whether the requester wants to view the documents or have them copied and mailed If requesting a fee waiver, the requestor must state the basis for the waiver Download: Sample MICC FOIA request Where should I send a FOIA request?
Commercial requesters pay all fees for search, review, and duplication. Educational -Institutions of education, including preschools, elementary or secondary schools and institutions of higher learning, qualify as educational institutions. The records must be sought in furtherance of scholarly research. Educational requesters pay only duplication fees, unless it is determined that fees are waived or reduced in the public interest. The first pages are provided at no cost. Non-commercial scientific - A non-commercial scientific institution is operated solely for conducting scientific research. The records must be sought in furtherance of scientific research. Like educational requesters, these requesters pay only duplication fees, unless it is determined that fees are waived or reduced in the public interest. News media - A representative of the news media is a person actively gathering news for an entity organized and operated to publicize or broadcast news to the public. News media pay only duplication fees, unless it is determined that fees are waived or reduced in the public interest.
Other requester - Requesters who do not qualify in another category are considered "other" requesters, and normally make requests for agency records for their personal use. Costs IMPORTANT - Willingness to pay statement All requesters must include a "willingness to pay statement" in their request, regardless of the fee category, however, this does not mean a fee will be charged.
The requester can set a limit on the costs to be incurred. The requester has four options: accept the copied documents up to the previous specified amount of money; cancel the entire request; authorize the money needed to complete the request; or, authorize additional funds up to another specified amount. Fees are assessed only for search, review, and copies. Other requestors: Are generally charged for searches past the first two hours and duplication after the first pages. Exemption 2 - Protect records that are "related solely to internal personnel rules and practices of an agency" as well as those records that are trivial or housekeeping in nature for which there is no legitimate public interest or benefit to be gained by release. Exemption 3 - Incorporates the various non disclosure provisions that are contained in other federal statutes.
Exemption 4 - Protects trade secrets and commercial or financial information obtained from a non-government entity which is privileged or confidential and would cause substantial competitive harm to the source if disclosed or inhibit the government's ability to collect such information in the future. Exemption 5 - Protects "inter-agency or intra-agency memorandums or letters which would not be available by law to a party other than one in litigation with the agency. Exemption 8 - Protects matters that are "contained in or related to examination, operation or condition reports prepared by, on behalf of, or for the use of an agency responsible for the regulation or supervision of financial institutions. The Army component determines that it neither controls nor otherwise possesses the requested record. A record has not been described with sufficient detail to conduct a reasonable search. The requester has failed unreasonably to comply with procedural requirements.
The request is withdrawn by the requester. Email: usarmy. MICC mission partners include the U. Army Forces Command, U. Installation Management Command, U. Army Training and Doctrine Command, U. Army Futures Command, U. Army North, U. Army Reserve Command and U. Army Medical Command. The MICC consists of two brigades, two field directorate offices, 30 contracting offices and nine battalions. Using innovative contracting methods and a highly competent workforce, office staff responds to the needs of the fluctuating test and training requirements. They are committed to supporting the warfighter and improving the quality of life at Dugway Proving Ground. On order, the th CBN provides trained and deployable contracting support scalable to the operating force needs.
Commander: Lt. Core customers include the 4th Infantry Division, garrison headquarters, 10th Special Forces Group Airborne , 43rd Sustainment Brigade, 4th Combat Aviation Brigade, various medical units and 71st Ordnance Group as well as tenants units. Activated in July , the brigade enhances installation and operational contracting support to Army commands. Subordinate to the Mission and Installation Contracting Command, it provides strategically aligned support to commands and installations. Commander: Col. Its core customers include III Armored Corps and its subordinate units, which are prepared to rapidly deploy and conduct the full range of military operations to seize, retain and exploit the initiative, in order to deter or defeat any adversary. The corps is prepared to exercise mission command of Army, joint and multi-national forces, as a corps, joint task force or combined joint forces land component command MICC-Fort Hood director: Tunissha Marshall st CBN commander: Lt.
MICC-Fort Irwin continually strives to provide quality products and services to its customers in a timely and cost-effective manner. Current information on active contracts, upcoming and ongoing solicitations and quotations is available upon request. Army Medical Activity Commander: Lt. Col Phuong H. Director: Lt.
The first three hours of this course are designed to prepare an employee to be an Approving Official. First, you must follow the application procedures outlined in this course. Students must preregister to attend this course. Local Training Officers process registrations for courses in RTF, Cincinnati, the regions, headquarters field components and regional field components. The course hours are a. Each student, within the bounds of courtesy and propriety, is encouraged to participate freely in class discussions. Evaluations will be collected at the conclusion of the class. The importance of the course evaluation, by each student, cannot be overemphasized. It renders decisions on questions involving the use of public funds. GAO decisions may affect what items you may purchase with Purchase Card, such as refreshments or business cards.
Information about cost allocation. The transaction notification emails may be used as a guide to finding transactions that need allocating. Has information on Program Guidelines and Cardholder responsibilities, among other things. This is a mandatory source of supply. The official Federal source for Government purchases, includes on-line shopping, and a tutorial on making purchases. Has a special section for Purchase Card Holders. Mailing Address: U. Also coordinates, processes, and monitors disputes. Mailing address: U. Martin Luther King Dr. In Government procurement terminology, a "warrant" is a: A. Standard Form , Certificate of Appointment, granting authority to an Agency employee to make purchases for the Government. Standard Form , Certificate of Appointment, granting authority to an those in the GS job series only to make purchases for the Government.
True or False: Maintaining a log which documents all transactions made using the purchase card is optional. If a vendor delivers items that do not conform to your purchase request, the government employee may do which of the following? Reject the items. Accept the items at a reduced price. Require correction at the vendor's expense. All of the above. The purchase method is cheapest and easiest for the Government to use?
The previous EPA procedures requiring funding a reserve account equal to the cardholder's day limit no longer apply. The new procedures for reserve funding and making payments are detailed in Section ffl. Training Requirements 1 2. General Information 3 B. Obligation Processing 5 E. Payment Processing S F. Purchase Procedures 10 A. General Information 10 1. Tax Exempt Status 10 2. Free on Board Point 11 B. Desk Guide for Placing Orders 11 C. Identification of Sources 12 1. Supplies and Equipment 12 2. Services 13 D. Government Sources of Supply 14 1.
Purchase Procedures continued F. Statement of Account Reconciliation by Cardholders 17 G. Responsibilities of Approving Official 18 H. Responsibilities of the Funds Control Officer 18 I. Purchasing Agent 19 J. Required Approvals Prior to Purchase 24 D. Record Keeping 36 C. Destruction of the Purchase Card 37 E. Reporting a Lost or Stolen Card 37 F. Getting a Replacement Card 37 G. Cardholder Leaving the Agency 38 H. Cardholder Transferring Within the Agency 38 I. Cardholder Name Changes 38 J. Approving Official Changes 38 K. Management Reports 39 N. SmartPay Purchase Card 41 2. Cardholder 42 3. Purchasing Agents 42 4. Approving Official 42 5. Funds Control Officer 42 6. General Services Administration 43 7. Contractor Bank 43 8. Purchase Card Servicing Finance Office 44 Billing Cycle 44 Government Purchase Card.
This guidance document outlines the management of the Purchase Card program, identifies the required sources of supply, limitations on the use of the card, billing and payment procedures, and sets forth the various responsibilities of the cardholder. Government Purchase Card program in The use of the Purchase Card expedites the acquisition of essential supplies and services, streamlines payment procedures, and reduces the administrative costs associated with traditional paper based payment methods.
At the request of EPA, the contractor bank issues the cards to authorized employees. The plastic Purchase Card is embossed with the employee's name and is restricted for use to the employee named on the purchase card. The EPA Purchase Card program operates in a manner similar to any standard commercial credit card system except that there are additional controls and limitations for Government purchases. Cardholders and Approving Officials are advised that U. Training for Approving Officials has also been developed. Approving Officials attend the first three hours of the purchase card training class while cardholders are required to attend for the entire session and must successfully pass a test at the end of training. The material covered during the first three hours of training is applicable to both the cardholder and the Approving Official, but differentiates between the roles and responsibilities of the cardholder and those of the Approving Official.
Purchase card training must be completed before submitting the required U. Government Purchase Card applications for cardholders and Approving Officials. The difference between the two processes is the application form. The contractor bank will then establish the cardholder and Approving Official accounts. Delegation of Procurement Authority to Purchase Card Cardholders a All cardholders must have a Delegation of Procurement Authority that specifically authorizes the use of their purchase card. After completion of the required procurement training and submittal of a purchase card application, procurement delegations will be issued by the appropriate OAM Division Director for all EPA employees in accordance with Chapter 8 of the Contracts Management Manual.
Approving Officials may limit cardholders to lower single purchase limits. Purchasing agents GS series may have authority up to the dollar limit of their Delegated Procurement Authority. EPA employees who already have delegated procurement authority must also request a separate procurement delegation for Purchase Card purchases. Cardholders are responsible for adhering to their respective offices' established internal procedures to ensure adequate funds control. These procedures must comply with EPA's internal guidance entitled "Administrative Control of Appropriated Funds" that set forth the funds control policies and procedures for purchasing all services or supplies.
Maintaining our technological edge requires a faster, more agile, and more innovative force. However, these small organizations are not designed to replace the roles of every traditional product center and program office. We need to capitalize on benefits that come with certain economies of scale by educating, training, and equipping the Department of Defense DoD acquisition workforce of more than , professionals. However, driving a cultural change in such a large and well-established organization is a monumental task. Most perplexed by leadership messaging are the middle managers—those tasked with keeping an organization running, guiding inexperienced junior acquirers, and implementing the myriad federal, departmental, and command-level instructions. A clearly articulated strategy is necessary for a manager to adjust the modus operandi.
However, the signal often gets lost in the noise of buzzwords and jargon. Recent changes to acquisition rules, including Section authorities and the Middle Tier of Acquisition MTA , benefit managers by providing more room for tailoring—but how should managers use this new breathing space? Some have embraced the new opportunities, but many find themselves perplexed or worse, threatened. These attributes, while related and sometimes mutually-reinforcing, are different concepts. As such, they may require different operational approaches and management cultures. The first step in instituting foundational changes in our organizations is to understand the desired end-state and, therefore, to define our terms.
This article takes a foundational step toward broader cultural change in the acquisition workforce by examining the distinction and interactions between innovation, speed, and agility—setting the stage with precise language for proposing organizational changes. Air Force strategist Col. John Boyd echoed this idea, concluding that novelty is vital for organizations to meet changing conditions. However, innovation is measured not only by the speed of its introduction; it also has a magnitude component. This combination of time scale and magnitude yields different categories of innovation. For example, an innovation might be a small, predictable improvement to an existing product. Military Academy professor Clifford L. He explains that military history often exhibits long phases of incremental evolutionary development, interrupted by brief periods of numerous, rapid changes that have revolutionary effect.
Christensen in the mids. For example, consider that the smartphone has largely replaced the role of the laptop computer for many users, with more than half of all Web traffic now originating from phones. By the time laptop manufacturers realized their loss in market share, it was too late for them to break into the cellphone market. Ironically, the smartphone only represents a sustaining innovation in the cellphone market, albeit a revolutionary one. Economist Theodore Levitt characterized this mature stage in organizations: They possess large investments in the existing way of doing business and resolve to make only predictable, easily controlled improvements. The downside is that they often fail to fend off more innovative new competitors. This stagnating behavior results in the typical life cycle, shown in Figure 1, which has been found to apply on the scale of products, companies, and even macro-economics.
Revolutionary change is needed to start the life cycle anew and continue to progress. The introduction of nuclear weapons and stealth technology were not merely advancements in existing systems; they fundamentally and irreversibly changed the calculus for how military forces are employed. Their adoption required accepting a gargantuan amount of risk. Notably, since innovation is defined by novelty, it is not possible to tell someone what to innovate, or to predict the emergence of the next big idea. Perhaps—but not instructive. Middle managers play an exceptionally large role in establishing this culture. Of course, predictability and accountability are desirable to some stakeholders e. However, the innumerable processes designed to eliminate program risk, though individually prudent, have the cumulative effect of weighing down programs and stifling their ability to innovate. Comfort with novelty will allow disruptive innovations to emerge more frequently; comfort with well-managed risk will allow us to capitalize on them.
Managers must strike a careful balance between innovation and accountability. In the product cycle context, it is the rate at which some process procedural distance marches along. Speed is increased by reducing the time to perform individual steps, by parallelizing steps, or by eliminating steps, thereby increasing efficiency. These optimizations, often made under the umbrella of Continuous Process Improvement CPI , are a form of sustaining innovation and can have dramatic effects on speed.
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