A Program Manager’s View
of Contracting
NCMA Boston Chapter
49th Annual March Workshop
10 March 2010
DoD Decision Support Systems
The Defense Acquisition Management System
DODD 5000.02
Technology Opportunities & Resources
User Needs
B
A
Strategic
Guidance
Joint
Concepts
Capabilities Based Assessment
OSD/JCS COCOM
JCIDS
FCB
ICD MD
D
Materiel
Solution
Analysis
A
O
A
Technology
Development
C
Engineering & Manuf
CDD Development
CPD
Operations &
Production &
Support
Deployment
Incremental Development
Acquisition Process
O&S
Experience
• In-plant program integrator, subcontracts
management
• Technology Development
• Systems Development
• Factory Integration & Test
• On-site Fielding and Test
• PEM, Foreign Comparative Testing, International
Cooperation, OSD review, DAB advisor
• Systems Wing Commander, including SSA etc.
Definition?
• The Program Manager coordinates the
activities among responsible members of a
multidisciplinary team which performs
necessary functional tasks and implements
controls to evaluate cost, schedule and
performance goals required to develop, field
and sustain products that meet end user
requirements.
Definition?
• The Program Manager coordinates the
activities among responsible members of a
multidisciplinary team which performs
necessary functional tasks and implements
controls to evaluate cost, schedule and
performance goals required to develop, field
and sustain products that meet end user
requirements.
Definition?
• The Program Manager coordinates the
activities among responsible members of a
multidisciplinary team which performs
necessary functional tasks and implements
controls to evaluate cost, schedule and
performance goals required to develop, field
and sustain products that meet end user
requirements.
DODD 5000.01
• The Program Manager (PM) is the designated
individual with responsibility for and authority
to accomplish program objectives for
development, production, and sustainment to
meet the user's operational needs. The PM
shall be accountable for credible cost,
schedule, and performance reporting to the
MDA.
DODD 5000.01
• The Program Manager (PM) is the designated
individual with responsibility for and
authority to accomplish program objectives
for development, production, and
sustainment to meet the user's operational
needs. The PM shall be accountable for
credible cost, schedule, and performance
reporting to the MDA.
Typical PM
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Engineer or Scientific/Technical Manager
Desire to control and lead
Problem solving
Team building
Vocal advocate
Tireless/relentless
Multi-tasking
The Program Manager’s Bill of Rights
and Responsibilities
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Program Managers have the right to:
a single, clear line of authority from the
Defense Acquisition Executive;
authority commensurate with their
responsibilities;
timely senior leadership decisions;
be candid and forthcoming without fear of
personal consequences;
speak for their program and have their
judgments respected;
receive the best available training and
experience for the job; and
be given adequate financial and personnel
resources.
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Program Managers have the responsibility
to:
accept program direction from acquisition
executives and implement it expeditiously
and conscientiously;
manage their programs to the best of their
abilities within approved resources;
be customer-focused and provide the user
with the best, most cost-effective systems or
capabilities;
innovate, strive for optimal solutions, seek
better ways to manage, and provide lessonslearned to those who follow;
be candid about program status, including
risks and problems as well as potential
solutions and likely outcomes;
prepare thorough estimates of financial and
personnel resources that will be required to
manage the program; and
identify weaknesses in the acquisition
process and propose solutions.
Comparison
PM
• Risk Taking
• Technologist
• Multi-functional activities
• Ad hoc problem solver
• General authority
• Highly trained
• Skips echelons
• Strategic/Tactical
CO
• Follow Rules/Avoid Risks
• Business process manager
• Single function focus
• Policy and statute driven
• Warranted authority
• Highly trained
• Chain of command
• Operational
Acquisition Process
according to the CO
Contract
Completio
n/Closeout
Analyze
Scope of
Requireme
nt
Market
Research
CPAR/Past
Performan
ce
Request
for
Proposal
Award Fee
Determina
tion
Source
Selection
Payment
and
Accounting
Contract
Award
Program Office Structure
according to the CO
Contracting
Officer
Contract
Specialists
Requirements
Division
Market Research
Division
Legal Staff
Source Selection
Division
Execution
Division
Scope
Determination
Branch
Technical Branch
Model Contract
Branch
Funding Branch
SOW Writing
Branch
RFP Preparation
Branch
Tech Evaluation
Branch
EVM Branch
Cost Branch
CDRLs/Deliveries
Branch
TRD Preparation
Branch
DD250
Processing
Branch
CPAR Division
Metrics Branch
Things Your PM ISN’T TELLING YOU
• Most important decisions were made before the PCO
got involved
• If you don’t help me, I’ll find someone who will
• You are not JA … don’t try to be one
• When the answer is always, “no” … I hear maybe
• I’m trained to believe there is always a waiver available
• I don’t tell you everything
• When you aren’t there I blame you
• Tech evals, cost estimates and market research are
overrated
• I’m a lone ranger, but PMs think alike
What’s the Lesson for the CO?
• The contract is not the program
– Seek early and continuous involvement with Program Definition and
Planning
• PK should not be Black Magic, don’t perform it in a backroom
– Tell me all options not just the policy du jour
– Independence can make you irrelevant
• Practice Risk Management
– Need PK to play in the overall program trade space
– Fight for waivers to policy/regulation that benefit the program
• Get the contract dirty
– Know the industry and their best practices, not just our way
– Adapt to the program needs, not contract efficiency
• Identify relevant measures of PK performance with the PM
– Ensure strategic and tactical activities are covered
Final Thoughts
• PMs need the support and involvement of an
effective Contracting Officer
• An open dialogue and trades in both
directions is critical to program success
• The contractor is not the enemy and their
input needs careful consideration
• Be a Contracting Officer that’s a program
advocate for the war fighter capability