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  • 1. NEXTGEN of Government Training Summit Acquisition ABC‟s; Fundamentals of Survival July 25, 2013 Gib Kerr Marissa Petrusek Deputy Director Procurement Analyst Acquisition Support & Operations Analysis Governmentwide Acquisition Policy Science & Technology Directorate General Services Administration Department of Homeland Security
  • 2. Presenter‟s Name June 17, 2003 2 Why This Topic? Users Users!
  • 3. Presenter‟s Name June 17, 2003  Why this topic?  We are in a fiscally constrained world and knowing acquisition basics and smart buying will help to stretch the budget.  What is smart buying?  Buying products and services quickly and efficiently  Being good stewards of tax payer money  How do we accomplish smart buying?  Collaboration between the Program Office and Contracting Office will ensure a successful procurement process. 3 Why this Topic?
  • 4. Presenter‟s Name June 17, 2003  Question: What is the relationship between acquisition, program management and contracts?  Answer:  Understanding ALL of the factors that affect solutions  From “I have this Problem”  To “We‟ve acquired this solution that solves my problem, and I can both afford it and sustain it”  This is Acquisition  The management of Cost, Schedule, and Technical Performance  This is Project/Program Management  The generation and execution of appropriate agreements to provide the solution  This is Contracting and Contract Management  Why is it important to know the basics? Because if we don‟t • Customer/User will be disappointed • We‟ll waste resources (poor stewardship of Taxpayers‟ money) • The Problem doesn‟t get solved  So, what to do….this is Critical Thinking 101 4 The Challenge
  • 5. Presenter‟s Name June 17, 2003  Requirements Development  Acquisition Planning  Awarding Contracts  Managing Contracts Let’s Break it Down 5
  • 6. Presenter‟s Name June 17, 2003 6 It’s All About the Requirements Suddenly, a heated exchange took place between the King and the Moat Contractor
  • 7. Presenter‟s Name June 17, 2003 7 The Importance of Planning “I told you guys to slow down and take it easy or something like this would happen”
  • 8. Presenter‟s Name June 17, 2003  What problem are we trying to solve for our users?  Is the problem well enough described or do we have to focus it better?  What is the “as-is” state of the problem, and what’s the desired “end-state” (i.e. what gaps in capability do we have?)  What are all the ways we could close those gaps?  What else do we need to know to develop a solution? Will we have to iterate solutions?  How do we choose between possible solutions?  Which alternative has the best cost benefit/effectiveness over the life of the solution?  What do we need to acquire? (What do our users need to implement the solution?)  How do we describe it?  About how much will it cost? How long will it take to get it?  How are we going to make sure the solution does what we want it to do?  How will we know we got what we paid for? Asked for?  And how do we know while the contractor is working to deliver it?  How will we get this solution to the user?  How do we know we're on track to deliver on time, at our expected cost and with the proper performance?  How will we maintain and sustain it once the user has the solution? 8 Critical Thought Questions for Successful Acquisition
  • 9. Presenter‟s Name June 17, 2003  What is the need (needed capability)?  What are the gaps between the current capability and the needed capability?  How do we determine the best way to meet the need? What analysis will be done?  What are the user’s requirements?  What is the Government acquiring? How will the government assess the solution?  What is the best approach to acquiring the capability?  How is the government going to effectively manage the acquisition?  How will the government validate what’s acquired will meet the operational need? (i.e. required testing, and Validation/verification)  Is the program executing at an acceptable rate with acceptable quality (meeting cost, schedule and technical performance requirements)?  Is the program ready for production/fielding?  How will the system be maintained/sustained/refreshed (is it still relevant)? 9 Critical Thinking Corollaries
  • 10. Presenter‟s Name June 17, 2003  Question: What do you need to know about contracts?  Answer:  A basic knowledge of the Federal Acquisition Regulation (FAR) is important because this is the publication that implements the policies and procedures for acquisition by all federal agencies ( ).  Know who is on your team. The Contracting Officer and Contract Specialist can provide valuable information on the contracting process.  Don‟t reinvent the wheel, there are a lot of resources already available. To learn more about government contracts visit Acquisition Central at Contract Award 10
  • 11. Presenter‟s Name June 17, 2003 Question: What are some finer points to know? Answer:  Four different contracting methods: Micro Purchase, Simplified Acquisition, Negotiated Procurements and Sole Source.  Types of Contracts include:  Firm Fixed Priced (FFP)  Cost-Reimbursement  Time-and-Materials  Government-wide Acquisition Contract (GWAC) is a multiple award, indefinite delivery/indefinite quantity (IDIQ) contract that enables federal agencies to purchase products or services while leveraging the government‟s buying power which can help lower prices.  Set asides: Small Business, Woman Owned, 8A, Hubzone, Veteran Owned Small Business  Small Business Administration: Contract Award 11
  • 12. Presenter‟s Name June 17, 2003  Question: What happens after a contract is awarded?  Answer:  Contract Administrative includes activities undertaken during the time from contract award to the end of the contract.  Proper contract oversight and monitoring is necessary to ensure the contractor complies with the terms and conditions of the contract. Contract Administration 12
  • 13. Presenter‟s Name June 17, 2003 13 The Art of Getting Along “I do apologize, Rineheart. The Cat Contractor has never bitten anyone previously”
  • 14. Presenter‟s Name June 17, 2003  Relationships, Relationships, Relationships! o Top Down and Bottom up. They‟ll meet in the middle, and there‟s a tipping point o Find „em, maintain „em. THIS IS HARD WORK! o Don‟t know who to ask? Call your PM or RDP Contact (OR call me……..)  Analysis, Analysis, Analysis! o But don‟t analyze the problem to death o Don‟t be overly prescriptive; it‟s about describing and possibly reiterating the solution  Communication, Communication, Communication! o But if you haven‟t done the analysis or have the relationship, there‟s nothing to communicate  BE RELEVANT! If you’re not, your users won’t have much use for you o And relevancy is in the eye of the user.  Users’ Approval Chains are NOT the enemy o Remember, make it a value add for them (and from their perspective) o WIFT/WIFM?  This is really about Risk Management o and delivering needed capability to the user…. o With fewer dollars, customers/sponsors have become very risk adverse…be up front, but have a plan 14 Final thoughts and So What…
  • 15. Presenter‟s Name June 17, 2003 15 QUESTIONS? Gib
  • 16. Presenter‟s Name June 17, 2003  Calvin and Hobbs appear courtesy of The Complete Calvin and Hobbs, Waterson, (McMeel, Kansas City, 2003)  The Farside appears courtesy of The Complete Farside, Larson, (McMeel, Kansas City, 2003)  The Contra Bari Sax Player appears courtesy of Rehearsal’s Off!, Booth, (Dodd, Mead & Company, New York, 1976)  The Thoughts and Leadership chorus courtesy of The Leadership Challenge 4th Edition, Kouzes and Posner, (Wiley & Sons, New York, 2007) 16 Credits