Contract Transitions -Responsibility Notes for the Incumbent - Tracy Dorsey/PMP PM Challenge 2012 Feb 22nd-23rd
BackgroundGeneral Timeline • Transition Environment (Staff, Support companies, Customers/Projects) • Core Transition ResponsibilitiesGeneral message – We should all care and help ensure successful contract transitions. It’s notjust the successors responsibility‘Parental Style Mindset’ – Release your tasks, projects and transitioning staff as if you weresending them off to college. Well equipped and knowing that you want them to succeed.
Personal Experience• Began working in 1984 at GSFC since 1989 Employed by SGT Inc.• Masters – Space Systems Engineering• Held many roles supporting NASA – Currently Program Manager MSES IIA contract at Goddard Space Flight CenterStinger Ghaffarian Technologies• Founded in 1994; Headquartered in Greenbelt, MD• 1,600 employees: engineers, scientists, IT professionals• Key Customers – NASA – NOAA – Goddard Space Flight – Department of IT 24% Center Transportation – Ames Research Center – Air Force Space Engineering 61% – Glenn Research Center Command Science 5% Program – Stennis Space Center – USGS M anagement – Langley Research Center 10% – Johnson Space Center – Kennedy Space Center
Timing • Contracts generally turn over every 5 -7 years • Transitions will not be in alignment with supported Projects • Procurement schedules generally won’t be fixed Variables: Procurement delays, protest, etc.Contractor and Staffing Mix • Some transitions and contracts can be very large and complicated • Uncertainties of employees through the process • Most likely new mixture of contractors on succession vehicle • Incumbent contractor is likely pursuing the follow-on contract in some fashionFor the purposes of this presentation – it’s assumed the incumbent will transition follow-on the contract to a successor contractor
CONTINUITY OF SERVICES (JAN 1991)(a) The Contractor recognizes that the services under this contract are vital to the Government and must becontinued without interruption and that, upon contract expiration, a successor, either the Government oranother contractor, may continue them. The Contractor agrees to—(1) Furnish phase-in training; and (2) Exercise its best efforts and cooperation to effect an orderly and efficienttransition to a successor.(b) The Contractor shall, upon the Contracting Officer’s written notice, (1) furnish phase-in, phase-out servicesfor up to 90 days after this contract expires and (2) negotiate in good faith a plan with a successor todetermine the nature and extent of phase-in, phase-out services required. The plan shall specify a trainingprogram and a date for transferring responsibilities for each division of work described in the plan, and shall besubject to the Contracting Officer’s approval. The Contractor shall provide sufficient experienced personnelduring the phase-in, phase-out period to ensure that the services called for by this contract are maintained atthe required level of proficiency.(c) The Contractor shall allow as many personnel as practicable to remain on the job to help the successormaintain the continuity and consistency of the services required by this contract. The Contractor also shalldisclose necessary personnel records and allow the successor to conduct on-site interviews with theseemployees. If selected employees are agreeable to the change, the Contractor shall release them at amutually agreeable date and negotiate transfer of their earned fringe benefits to the successor.(d) The Contractor shall be reimbursed for all reasonable phase-in, phase-out costs (i.e., costs incurred withinthe agreed period after contract expiration that result from phase-in, phase-out operations) and a fee (profit)not to exceed a pro rata portion of the fee (profit) under this contract.(End of clause)
Stage 1 • Phase 1) Proposal Development and Submissions Varied timeframes as companies pursue opportunities approaching release Synopsis, Industry Day(s), RFI, customer visits, Draft RFP, RFP • Phase 2) Board Assessments 6-9 months • Phase 3) Award Announcement and contract start Unprotested transition could start immediately (after the debriefs)Stage 2 • Phase 4) Transition 30, 45, 60 and 90 variations (for bulk of contracts)Stage 3 • Phase 5) Contract Execution by Successor Dependent on opportunity (5-8 years)
Phase 1: Proposal Development and Submission Stressors: – Proposal input, writing and reviewing demands – Project timelines don’t change due to proposal schedule – Current operating team may not be teammates on follow-on efforts » Information, working styles and visibility practices may be adjusted near the end of an executing contract. On contract (Incumbent) Responsibilities – Ensure current work continues at a high level (technical and management) – Increase communications with staff – technical and management level flows. Contract performance should never be compromised – Ensure follow-on contract teaming arrangements don’t adversely affect ongoing contract performance
Phase 2: Board Assessments Stressors: – Hallway rumors, expectations, realities of contract ending, employee uncertainties On Contract Responsibilities – Continue communications to executing team, continue to stress focus on assigned task and commitments. – In most cases technical incumbent team will not be adversely impacted by a transition – convey the message. – Begin to refine preparatory documents that will be needed for transition » Task lists, staffing list, property list, ITAR documents and critical project schedules. » Have a checklist for every task, work with your NASA Technical Monitors
Phase 3: Award Announcements Stressors – Realities of contract ending are cemented – Employee uncertainties have peaked if communications have been lagging On Contract Responsibilities – Meet with your current COTR/CO and make sure everyone is on the same page with regard to the transition – Generate a proposed schedule for phase out activities – Work with your current Civil Servant Task monitors » Descopes and expectations » Task continuations on succession vehicle (lose visibility but you still have obligations to your current staff. Is everyone getting picked up on the follow-on vehicle) » Realize and help staffers manage change (Internally and/or attending open houses of successor)
Phase 4 On Contract Responsibilities • The Transition Stressors: – Employee uncertainties, some early staff movements are realistic to assume – Continue efforts to ensure no interruptions in work or performance – Maintain trust with current customers through the last day – Follow-on contract may not be straight forward succession
Civil Servant Team Incumbent Contractor Team(most likely will consist of) Program Manager Contract Manager or owner Business Manager Contracting Officer (CO) Contracts Manager Contracting Officers Technical Corporate assigned Transition Manager Representative (COTR) Resource Analyst (RA) Representatives from other Major-Use Organizations Chief Information Officers (CIO) Information Technology (IT) Personnel Security Personnel • Execute transition to governments satisfaction• Entity ensures the governments best interest is • Execute transition consistent with FAR 52.237- maintained and serves as official executer of 3 – Continuity of Services (JAN 1991) the transition• Should work very closely with incumbent in ensuring a readiness posture for the transition. A close relationship will usually yield the most effective set of information and possibilities for a smooth transition.
On Contract Responsibilities and more elements Schedule a meeting with the govt, your transition manager and the successor • Handle requests as appropriate (i.e. current support, contractor team mix, meet weekly) Finalize Inventory for everything on contract task • Staffers, subcontracts, equipment, badges • Readdress and Review critical schedules or milestones • Document and prepare to disposition all technical equipment, intellectual property, software, data, licenses and customized scripts that will be transferred. Identify all contractor-owned technical equipment, intellectual property, software, data, and end items that must be removed from NASA facilities and ensure the government understands Establish a definite check-out procedure for all incumbent contractor employees, technical equipment, intellectual property, software, data, and end items that reside on or at a government facility. Facilitate subcontract phase out procedures • Dependent on size of contract this could be a large effort
On Contract Responsibilities and more elements Task monitors to need access dependencies which might cause some tasks not to transition on day one – Large procurement in process, TAA’s, Critical phase of a projects – All successor transition teams aren’t equal – Understand your existing task values as it relates to EAC » Government will need to obligate funding to new vehicle Additional Notes – Training – Certification information where appropriate (if any key records held outside of Satern) – IT Security (Badge transfer process – some badges may not be transferred) – Clearances (Transfers may have to occur- corp and Govt. security need to be involved) – ITAR and TAA (3-6 month process) – Property (GFE listing) – Final task reports » add element to final monthly (disposition all deliverables and property held under task order)
Phase 5 On Contract Responsibilities • Contract Execution by Successor Stressors: – You and your Business Manager are the only ones left Responsibilities – Complete any remaining final task reports – Final 533’s, Close up trailing costs and invoice processing – Execute any remaining tasks due lagging issues (ie ITAR, Critical schedules or government’s convenience)
Transition Environment is complex • (Staff, Support companies, Customers, Projects)Transition Elements and Core ResponsibilitiesMake it a success and everybody wins in a variety of ways
• Thanks (Shelley Johnson/SGT and MSES Management Team)• Questions, Comments ?• Contact Information for follow-up questions and other inquiries: Tracy Dorsey email@example.com SGT Inc. 7515 Mission Drive Suite 300 Lanham, Md. 20706 (Office) 301-464-7557 / (Cell) 301-526-6621