This document summarizes a presentation on acquisition fundamentals and contract management. The presentation covered why understanding acquisition basics is important, the relationship between acquisition, program management and contracts, developing requirements, acquisition planning, awarding contracts, and contract administration. It emphasized that collaboration between program offices and contracting offices is key to ensuring successful procurements. The presentation also discussed contracting methods, types of contracts, and maintaining relationships with stakeholders.

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

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Why This Topic?
Users
Users!

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 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.
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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

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 Requirements Development
 Acquisition Planning
 Awarding Contracts
 Managing Contracts
Let’s Break it Down
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It’s All About the Requirements
Suddenly, a heated exchange took place between the King and the Moat Contractor

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The Importance of Planning
“I told you guys to slow down and take it easy or something like this would happen”

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 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

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 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)?
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Critical Thinking Corollaries

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 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
(www.acquisition.gov/FAR ).
 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
www.acquisition.gov
Contract Award
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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: www.sba.gov
Contract Award
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 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
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The Art of Getting Along
“I do apologize, Rineheart. The Cat Contractor has never bitten anyone previously”

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 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…

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QUESTIONS?
gibson.kerr@hq.dhs.gov
marissa.petrusek@gsa.gov
Gib

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 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)
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Credits