A Team Approach To Migrating From CP to FP

Benefits – Process – Methodology (16 CLPs)


This course is available for in-house training at your agency/company only.
For price quote, please call Don Dickson, Training Coordinator at 301-455-5633 or Don.Dickson@GovernmentTrainingInc.com

Accreditation

This class counts toward the FAC-COTR or FAC-P/PM Certification. This training workshop is recommended for 16 Continuous Learning Points (CLPs) toward DAWIA, FAC-C and FAC-P/PM requirements. This workshop meets OMBs Blueprint for COR Training.

Course Description


In accordance with the President’s initiative to reduce the use of high-risk contracting authorities, such as cost reimbursement (CR) contracts, agencies are seeking to reduce their use of CR and T&M contracts. However, the acquisition workforce, particularly Integrated Solutions Team (the individuals making up the requirements package) will need training to make this transition.

The purpose of this course is to train government personnel with the responsibility of formulating the requirement into a solicitation to be advertised for competitive award. This team will be made up of the Customer, Project Officer, Program Manager, Budget personnel, COTR, Contracting Officer/Specialist and other professionals with varying levels of experience in the development of requirements for, and monitoring, CR or T&M contractors.

This class will primarily address the use of Performance-Based methodology in using Fixed Price type contracts or hybrid contracts (contracts containing both CR and FP tasks) whichever are appropriate. We will address the transition process of what type of contract to use in the appropriate phase of the life cycle. Identifying the use of Fixed Price contracts in Concept Exploration and Research and Development to Cost Reimbursement during Initial Production and Development to Cost Plus Award or Incentive fee during production and Fixed Price or Fixed Price Award or Incentive fee during Full Production and Fielding.

A Team Approach

Key topics will include


  • Developing quantifiable standards to measure contractor performance against
  • What are the advantages and disadvantages of hybrid contracts?
  • Differences in monitoring CR, FP and hybrid contracts.
  • How to set fixed prices for services when historical data is missing
  • How to accommodate OMB or internally generated requirements changes.
  • 5 Step approach to select the optimum contract vehicle for your requirement and provides the backup needed for your decision.

Course Syllabus
  • Introduction: Overview of course content
  • Performance-Based Service Contracting
    1. Introduction to Performance-Based Service Contracting
    2. Characteristics of Performance-Based Service Contracting
    3. Advantages of Performance-Based Service Contracts
  • Describe the Problem That Needs Solving
    1. Link Acquisition to Mission and Performance Objectives
    2. Define Desired Results
    3. Determine the Current Level of Performance
    4. Exercise: Defining the Mission and the Performance Objectives
  • Private-sector and Public-sector Solutions
    1. Take a Team Approach to Market Research
    2. Learn from the Public-Sector and the Private-Sector
    3. Consider One-on-One Meetings with Vendors
    4. Exercise: Market Research
  • Introduction to Statements of Work and Contract Types
    1. Characteristics of a Statement of Work
    2. Types of Statements of Work
    3. Exercise: Contract Types
  • Decide How to Measure and Manage Performance
    1. Determine What Constitutes Success and How to Measure it
    2. Developing Incentives
    3. Incentives
    4. Incentive Considerations
    5. Acceptable Quality Levels
    6. Exercise: Incentives
  • Quality Assurance Plans
    1. Sample QAP Format
    2. Surveillance
    3. Exercise: Quality Assurance Plan and Surveillance
  • Establish an Integrated Solutions Team
    1. Ensure Senior Management Involvement and Support
    2. Tap Multi-Disciplinary Expertise
    3. Define Roles and Responsibilities
  • Develop Rules of Conduct
    1. Contractor has vested interest to be a team member
    2. Contractor bears more risk
    3. Empower Team Members
    4. Identify Stakeholders and Nurture Consensus
    5. Develop and Maintain Knowledge Base Over Project Life
    6. Motivate the Team
    7. Exercise: Selecting a Team Leader
    8. Exercise: Developing Rules of Conduct and Operating Procedures
    9. Workgroup Assignments Develop Performance Work Statements
  • Conduct an Analysis
    1. Apply the “So What” Test
    2. Retain the Results of the Analysis in a Matrix
    3. Exercise: Performance Work Statement Matrix
    4. Write the Performance Work Statement
    5. Performance Work Statement
    6. Exercise: Writing Performance Indicators and Standards




A Team Approach