 a List of 2, 3, or More Information on Goods and Goods and Services to Qualified Potential Suppliers Services Requirements Create Detailed Technical Specify Quantity, and Per- Communicate Precise, Specifications formance Level Required Detailed Requirements to Potential Suppliers Create Test and Acceptance Tells Suppliers How Goods Document Formal Acceptance and Services Will be or Rejection Process Evaluated and Accepted Business Due Diligence Process Obtain Financial Statements Develop a Profile of the Indicates General Capabilities and Information About Size, Potential Supplier and Limitations Customer Base, Market Served Exchange Terms and Facilitates Negotiation of Creates Formal Relationship Conditions of Sale/Purchase Contract Terms Between Parties and Defines How Business is Conducted Validate Information Learn from Others' Assess Potential Behavior and Provided Experience Performance ESTABLISHING AND MAINTAINING RECORDS How many times have you been asked to help solve a problem or troubleshoot an issue, only to discover minimal or no documenta- tion? Or something less admirable, like the documentation is incor- rect or misleading? Fighting a house on fire with a 3/4-inch garden hose instead of a 3-inch fire hose can limit one's chances of winning. Someone once observed that the difference between craftsmanship and engineering is documentation. Generally, something can't be crafted very well unless it's documented. In complex, large-scale networks and systems, the craftsmanship-documentation cycle is an iterative and ongoing process. There's an initial or draft release used to build up the first working sample. Most times it doesn't work and one or more configuration or connection parameters must be added or changed. Then the document doesn't match reality, SO the docu- mentation has to be changed. Basically, there are two classes of documentation. One class of document contains design reference information and the other is specific to an application or use of equipment, facilities, software, Practical I