MS Project 2010 schedule template for large NASA procurements $10-450 million

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MS Project Schedule Template for large NASA Procurements $10-50M

Objectives

To identify repeatable process steps in small and large procurements that can be called out in MS Project
schedule templates.

* To support load balancing for procurement actions throughout the year. It will help prevent a log jam of actions in the fourth quarter.

* Simplified WBS for $25-125K procurements

* “Plug-in” Schedule template for $25-125K

* “Plug-in” Schedule template for $10-50M

* Roles & Responsibility Matrix for $10-50M

Each project task in the template is set to start as early as possible. All durations are “business days.”
Using the templates will help project managers avoid surprises in procurement schedules.
Each template shows all procurement process steps and nominal duration of tasks from start of requirements definition to finish with award to a vendor.

Templates have no “date constrained” tasks and can be directly inserted in new or existing schedules.
They will cascade forward from the start date of the procurement action.

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MS Project 2010 schedule template for large NASA procurements $10-450 million

  1. 1. Planning for NASA Procurements MS Project Schedule Template Small & Large Actions $25-125K & $10-50M Disclaimer: This briefing is not a government document. 1
  2. 2. Objectives • To identify repeatable process steps in small and large procurements that can be called out in MS Project schedule templates. – The two templates are available for schedulers working on Space Flight Systems projects. • To support load balancing for procurement actions throughout the year. – It will help prevent a log jam of actions in the fourth quarter. Disclaimer: This briefing is not a government document. 2
  3. 3. Scope of the Problem Based on a one-year sample of 3,500 procurement actions for Spaceflight Systems • Fewer than 600 (17%) exceeded $25,000. • 6 procurements exceed $1 million • 65 procurements range from $200K to $1 million • 517 procurements range in value from $25K to $200K • Conclusion – Complex scheduling issues are linked to a small number of high-value actions. Disclaimer: This briefing is not a government document. 3
  4. 4. Solutions • • • • • Simplified WBS for $25-125K procurements “Plug-in” Schedule template for $25-125K “Plug-in” Schedule template for $10-50M Roles & Responsibility Matrix for $10-50M Each project task in the template is set to start as early as possible. All durations are “business days.” Procurement Roles & Responsibilities / Process Steps Guide can be found at: http://prod.nais.nasa.gov/portals/pl/documents/Source_Selection_Guide_March_2012.pdf Disclaimer: This briefing is not a government document. 4
  5. 5. Template Contents • Using the templates will help project managers avoid surprises in procurement schedules. • Each template shows all procurement process steps and nominal duration of tasks from start of requirements definition to finish with award to a vendor. • Templates have no “date constrained” tasks and can be directly inserted in new or existing schedules. • They will cascade forward from the start date of the procurement action. Disclaimer: This briefing is not a government document. 5
  6. 6. Simplified Actions $25-150K Best & Worst Case Scenarios Disclaimer: This briefing is not a government document. 6
  7. 7. $10-50M Procurements Best & Worst Case Scenarios • The “typical case” depends on completing process steps with experienced staff and managers. Value $1-10M Space Flight Systems Expectations of Business Days to Complete $10-50M Procurement Actions at NASA GRC Based on Federal Acquisition Regulations Best Typical Case Case 100 250 Worst Case 300+ $10-50M 150 300 450+ >$50M 200 400 550+ Disclaimer: This briefing is not a government document. 7
  8. 8. $10-50M Procurements Estimated Duration • Matches NASA Task and Time Estimates Estimated Duration of NASA Procurements for $10 -50 Million Procurement Phase Estimated Duration Business Days Min-Max PPIO Schedule Using Parallel Execution of Tasks Phase 1 2-3 months 60-90 60 Phase 2 2-3 months 60-90 97 Phase 3 4-6 months 120-180 111 Totals 8-12 months 240-360 268 Disclaimer: This briefing is not a government document. 8
  9. 9. $10-50M Procurements Major Milestones Disclaimer: This briefing is not a government document. 9
  10. 10. Roles & Responsibilities - 1 SEC/SEB tasks displayed by who does what when Source: GRC procurement office. See citations below. Contracing Officer PHASE 1 - Estimate: 2 - 3 Months Create SEC Schedule (incorporate planned leave) IDIQ Task Structure (Planning for Set-up in Procurement Systems/Administration of Tasks) Develop Work Breakdown/Funding Structure Identify SEC Team Source Selection Authority (Selection Official) Appointment Letter Source Evaluation Committee Appointment Letter OGE-450/SF-278 Financial Disclosure Forms by SEC Members Procurement Briefing to SEC Team Facility/Information Technology Security Plan SEB/Security/Legal Briefing Post Sources Sought Notice for Market Research/Small-Business Set-aside Possibilities Draft SOW Select/Edit Contract Clauses Obtain E-Room or other Electronic Evaluation Tool (Protected Server) E-Room/Electronic Tool Briefing (i.e. how to use system, enter findings) Obtain Secure Room for Committee; Distribute Keys Furnish Room with Materials, Supplies, Equipment Personal Services Determination Sources Sought Notice Responses Due Final SOW Develop Past Performance Questionnaire/Instructions Develop Cost Templates/Instructions Budget Verification (Out-year Forecasts) Disclaimer: This briefing is not a government document. SEB Chair Project Team Finance Support & Other Legal Admin Admin Admin Admin 10
  11. 11. Roles & Responsibilities - 2 SEC/SEB tasks displayed by who does what when Source: NASA Contracing SEB Project Officer Chair Team Support Finance & Other PHASE 2 - Estimate: 2 - 3 Months Industry Day/ Site Tour DRFP/Industry Day Questions Due Respond to DRFP/Industry Day Questions Briefing to Source Selection Authority for Final RFP Approval Final RFP Issue (including Cover Letter summarizing Major Changes) Black-Out Notice Final RFP Questions Due Respond to Final RFP Questions Past Performance Proposals Due Additional Planning for Evaluation (Methodology) using RFP Sections L & M Proposals Due Briefing on the proper creation of a Finding Acceptance of Proposals/ SEC Members Conflict of Interest Verification EEO/VETS-100/CCR/Reps and Certs Compliance Distribute Proposals for review Disclaimer: This briefing is not a government document. Legal 11
  12. 12. Roles & Responsibilities - 3 SEC/SEB tasks displayed by who does what when Source: NASA Contracing SEB Project Officer Chair Team Support Finance & Other PHASE 3 - Estimate: 4 - 6 Months (number of proposals is huge factor) Individual Mission Suitability Evaluations Consensus Mission Suitability Evaluations Past Performance Evaluations Cost Evaluations Create Source Selection Authority Presentation Dry-Run of Selection/Competitive Range SSA Presentation SSA Presentation for Selection or Competitive Range Determination Notification to Offerors; Open Discussions Competitive Range Discussions Interim Proposals Due Evaluate Interim Proposals/Advise Offerors of Further Issues Interim Questions to Offerors Final Proposals Due Final Proposal Evaluation; Revisions to Findings Create Final SSA Presentation Dry-Run of SSA Presentation Final SSA Presentation Source Selection Statement ANOSCA/Press Release Debriefings Protest Period Award Contract; Process in Procurement's CMM System Commence Phase-In Disclaimer: This briefing is not a government document. Ex-Officio 12
  13. 13. Caveats • Real experiences in terms of duration will be longer than the ideal. • A full team will staff up and remain available throughout the procurement process. • Wait time for managers to get to decision packages is minimal though not always achievable. • Post award engagement with the vendor for long lead time items will reduce risks. Disclaimer: This briefing is not a government document. 13
  14. 14. Wrap Up • A $10-50M procurement is a full time job for the “wagon master” in charge of it. Disclaimer: This briefing is not a government document. 14
  15. 15. Backup Slides Disclaimer: This briefing is not a government document. 15
  16. 16. Large Procurements • Detailed schedule • Three major phases • Work tasks conducted in parallel Disclaimer: This briefing is not a government document. 16
  17. 17. Phase 1 Milestones Create Schedules / WBS 1. 2. 3. 4. 5. 6. Create procurement WBS Form source evaluation team Set up admin support / logistics Draft statement of work (SOW) Draft request for proposal (RFP) Procurement Strategy Briefing Disclaimer: This briefing is not a government document. 17
  18. 18. Phase 1 Schedule Parts 1-3 Milestones Disclaimer: This briefing is not a government document. 18
  19. 19. Phase 1 Schedule Parts 4-5 Milestones Disclaimer: This briefing is not a government document. 19
  20. 20. Phase 1 Schedule Part 6 Milestone Disclaimer: This briefing is not a government document. 20
  21. 21. Phase 2 Milestones Publish RFP/ Receive Bids 1. Complete RFP 2. Vendor Response Completion Disclaimer: This briefing is not a government document. 21
  22. 22. Phase 2 Schedule Part 1 Milestone Disclaimer: This briefing is not a government document. 22
  23. 23. Phase 2 Schedule Part 2 Milestone Disclaimer: This briefing is not a government document. 23
  24. 24. Part 3 Milestones Review Bids / Award Contract 1. Review RFP Responses 2. Source Selection Decision Disclaimer: This briefing is not a government document. 24
  25. 25. Phase 3 Schedule Part 1 Milestone Disclaimer: This briefing is not a government document. 25
  26. 26. Phase 3 Schedule Part 2 Milestone Disclaimer: This briefing is not a government document. 26
  27. 27. Conceptual Blockbusting • Very large procurements can and will bog down under the weight of multiple layers of complex requirements. • Project managers can reduce procurement time by breaking up acquisitions into a parallel series of lower cost buys creating a “portfolio” of smaller, faster moving actions such as design, fabrication, and system integration. Disclaimer: This briefing is not a government document. 27
  28. 28. Causes of Procurement Delays • Incomplete specifications – Vendors cannot fabricate based on poorly defined requirements. • Incomplete or incorrect paperwork – NASA GRC Forms C-376 & 1707 cannot be processed with missing or incorrect information. • Incorrect color of money is used – CFO funds approval and financial checks of the procurement include that the correct WBS is being used. • Insufficient time allowed for vendor to deliver – Especially for the selected vendor to fabricate and deliver the materials, goods, components, and/or services. Disclaimer: This briefing is not a government document. 28
  29. 29. Vendor Relations Post Award • Don’t let the vendor be a black box on long-lead time, high-value procurements. – If delivery time for a high-value procurement is more than six weeks, consider including a series of check-ins starting at the 20-day mark. – Consider on-site visits, including design and engineering reviews, especially if fabrication involves a first-of-a-kind product. • Be sure to address these issues in the initial requirements that are sent to the vendor. Disclaimer: This briefing is not a government document. 29
  30. 30. Sole Source Actions > $150K • Sole source procurements greater than $150K require a “Justification of Other than Competitive” action (JOFOC). • The approved document is published on www.fbo.gov for 15 days. • When in doubt about a sole source approach, contact procurement for advice. • A response from a valid vendor stops the clock and may start one for a competitive process. • If your procurement is not approved to be sole-source, and is for more than $150K, the contracting officer has discretion in setting reasonable time frames for publishing a pre-solicitation synopsis for large buys as well as vendor response time for a solicitation. Disclaimer: This briefing is not a government document. 30
  31. 31. Contact Dan Yurman Email: djysrv@gmail.com Linkedin http://www.linkedin.com/in/danyurman/ Mobile: 216-218-3823 Twitter: @djysrv Disclaimer: This briefing is not a government document. 31

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