Case Study on NPPD
Better Tools to Empower CORs and
Program Managers
Breakout Session #: G09
Presented by: Mike Bajit, Sr. Acquisition Analyst, Integrity
Management Consulting
Date: 24 July 2013
Time: 0945-1100
Agenda
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Introduction
Background
Problem Statement
Proposed Solution
Implementation
The Workshops
Examples
Lessons Learned
Takeaways
Going Forward
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Introduction
• Mike Bajit
– B.S., Cornell University
– M.S., The George Washington University
– PMP®, Project Management Institute (2010)
– Sr. Acquisition Analyst, Integrity Management
Consulting (2011)
– mbajit@integritymc.com
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Background
• Direct support to the Office of Procurement in a
sub-component of the NPPD
• Four functional areas: Policy, Plans, Procurement,
Programs
• Programs (Outreach) entails support to CORs and
program managers in the development of PR
package documents
• Matrix organization leverages communication
among areas
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Problem Statement
• Contracting office, Office of Procurement
Operations (OPO), identified repeated errors and
deficiencies in PR package documents
• Rejection, revision, and re-submission of
documents resulted in delays in contract award
• Experience of CORs varied widely: some being
very proficient, while others were novices
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Proposed Solution
• Provide an overview of the procurement process to
the CORs
• Utilize the same individuals involved in Outreach
as the facilitators of the workshops
• Create a collaborative environment, in a 1- to 2hour setting
• Add value by receiving CLU accreditation by DHS
professional development
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Implementation
• “Brown-bag” workshops designed for certified
CORs to refresh their knowledge
• Topic Areas: Planning, Resources, Contracting,
and Execution
• Apply “book-learning” (regulations, policies,
memoranda, etc.)
• Provide hands-on experience
• Supply tools, templates, and checklists
• Practice critical thinking skills
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The Workshops
• Planning: Policies & Procedures, WBS,
Scheduling, Risk Management, Market Research,
ITAR Process
• Resources: Funding, IGCE, Procurement Plan
• Contracting: Documentation, Contract Types,
SOO/SOW/PWS, Acquisition Road Map, Contract
Start-up & Changes, COR File Documentation
• Execution: Performance Monitoring, Invoice
Processing, Deliverables Management, Project
Closeout
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Example #1
SOO
SOW
PWS
Goals/objectives, not
tasks
Tasks; “what,” not “how
to”
Tasks; “what,” not “how
to”
Appropriate when you’re
doing something new
Appropriate when you’ve
done it before
Appropriate if you can
measure performance
Leads WBS
Follows WBS
Follows WBS
Flexible language
Directive language;
“Shall,” not “will”
Directive language
Allows contractor to try
innovative approaches
No quantitative
performance measures
Measurable performance
tied to incentives
Short
Not as short as SOO
QASP
About same length as
SOW
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Example #2
Greatest Risk to the Government
(vague requirements, difficult to price)
High
Moderate
Low
Greatest Risk to the Contractor
(Requirements well defined, easy to price)
Project Risk
CPFF
CPIF
CPAF
 Vague technical requirements
 Labor and material costs uncertain
(e.g., R & D)
CPFF – Cost Plus Fixed Fee
CPIF – Cost Plus Incentive Fee
CPAF – Cost Plus Award Fee
FPIF
FPAF
FFP
 Well defined technical requirements
 Fair and reasonable prices can be determined
(e.g., production)
FPI - Fixed Price Incentive
FPAF – Fixed Price Award Fee
FFP – Firm Fixed Price
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Lessons Learned
• Participation highest when workshops are required
as part of professional development
• Changes to regulations and policies require midterm updates to curriculum
• Leverage attendee experiences to provide
analogies and examples of concepts to others
• Utilize two-week hiatus between module periods
(“semesters”) to update and improve content
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Takeaways
Takeaway #1: Obligation rate greater than 99% in
each of the previous two fiscal years
Takeaway #2: Collaboration between CORs who
have attended the workshops and the support
personnel from the Office of Procurement has
been enhanced by the use of the tools and
methods presented in the workshops
Takeaway #3: Fewer pre-solicitation documents
returned; remain opportunities in the monitoring,
control, and closeout of contracting actions
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Going Forward
• Develop additional workshops based on business
interactions with CORs
• Open the curriculum to CORs throughout DHS
• Engage other acquisition and contract
management specialists as co-facilitators
• Increase awareness via component and
department newsletters and communiques
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Closing
• Thank you for your time and attention
• We welcome your questions
Integrity Management Consulting
2000 Corporate Ridge, Suite 170
McLean, VA 22150
(703) 349-3394
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