**Module 8:**

**Pre-Solicitation Phase**

+------------------------------------------------+---+--------------------+
| Topic                                          |   | Time Frame         |
+------------------------------------------------+---+--------------------+
| Introduction/Objectives                        | 2 |                    |
|                                                | 0 |                    |
|                                                | m |                    |
|                                                | i |                    |
|                                                | n |                    |
|                                                | u |                    |
|                                                | t |                    |
|                                                | e |                    |
|                                                | s |                    |
+------------------------------------------------+---+--------------------+
| Contracting Policies                           | 3 |                    |
|                                                | 0 |                    |
|                                                | m |                    |
|                                                | i |                    |
|                                                | n |                    |
|                                                | u |                    |
|                                                | t |                    |
|                                                | e |                    |
|                                                | s |                    |
+------------------------------------------------+---+--------------------+
| Acquisition Planning                           | 1 |                    |
|                                                | h |                    |
|                                                | o |                    |
|                                                | u |                    |
|                                                | r |                    |
|                                                | 1 |                    |
|                                                | 0 |                    |
|                                                | m |                    |
|                                                | i |                    |
|                                                | n |                    |
|                                                | u |                    |
|                                                | t |                    |
|                                                | e |                    |
|                                                | s |                    |
+------------------------------------------------+---+--------------------+
| The Acquisition Strategy                       | 1 |                    |
|                                                | h |                    |
|                                                | o |                    |
|                                                | u |                    |
|                                                | r |                    |
|                                                | 4 |                    |
|                                                | 0 |                    |
|                                                | m |                    |
|                                                | i |                    |
|                                                | n |                    |
|                                                | u |                    |
|                                                | t |                    |
|                                                | e |                    |
|                                                | s |                    |
+------------------------------------------------+---+--------------------+
| Continuity, Coordination, and Interfaces       | 1 |                    |
|                                                | h |                    |
|                                                | o |                    |
|                                                | u |                    |
|                                                | r |                    |
+------------------------------------------------+---+--------------------+
| Module Review                                  | 1 |                    |
|                                                | 5 |                    |
|                                                | m |                    |
|                                                | i |                    |
|                                                | n |                    |
|                                                | u |                    |
|                                                | t |                    |
|                                                | e |                    |
|                                                | s |                    |
+------------------------------------------------+---+--------------------+
| **Estimated/Approximate Time for Module        | * |                    |
| Completion**                                   | * |                    |
|                                                | 4 |                    |
|                                                | h |                    |
|                                                | o |                    |
|                                                | u |                    |
|                                                | r |                    |
|                                                | s |                    |
|                                                | * |                    |
|                                                | * |                    |
|                                                |   |                    |
|                                                | * |                    |
|                                                | * |                    |
|                                                | 5 |                    |
|                                                | 5 |                    |
|                                                | m |                    |
|                                                | i |                    |
|                                                | n |                    |
|                                                | u |                    |
|                                                | t |                    |
|                                                | e |                    |
|                                                | s |                    |
|                                                | * |                    |
|                                                | * |                    |
+------------------------------------------------+---+--------------------+

  -----------------------------------------------------------------------
  **Topic 1: Introduction/Objectives**

  -----------------------------------------------------------------------

+-----------------------------------------------------------------------+
| ![](media/image1.png){width="0.40555555555555556in"                   |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| This module will discuss how to plan, while teamed with a warranted   |
| contracting officer, a process by which the efforts of the            |
| program/project manager and PCO and all other personnel responsible   |
| for an acquisition are integrated through a comprehensive plan for    |
| fulfilling the agency need in a timely manner and at a reasonable     |
| cost.                                                                 |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 1: Introduction/Objectives (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| [Objectives:]{.underline}                                             |
|                                                                       |
| -   List the different contracting policies that have to do with      |
|     government acquisitions.                                          |
|                                                                       |
|     -   The FAR presents the regulations that govern the acquisition  |
|         process.                                                      |
|                                                                       |
| -   List the different pre-award policies necessary for solicitation. |
|                                                                       |
|     -   These policies include publicizing contract actions,          |
|         simplified acquisition procedures, and sealed bidding.        |
|                                                                       |
| -   Identify key features in terms of pre-award actions required by   |
|     acquisition planning.                                             |
|                                                                       |
|     -   These features are identified in FAR Subpart 7.1.             |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 1: Introduction/Objectives (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| [Objectives (continued)]{.underline}:                                 |
|                                                                       |
| -   Discuss the different forms of contracts.                         |
|                                                                       |
|     -   Selecting between fixed-price and cost-reimbursement can mean |
|         the difference between the success and failure of an          |
|         acquisition.                                                  |
|                                                                       |
| -   State the pre-solicitation options for a contract.                |
|                                                                       |
| -   Define the key features of a comprehensive program/project        |
|     specification and a statement of work.                            |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 1: Introduction/Objectives (continued)**

  -----------------------------------------------------------------------

+-----------------------------------------------------------------------+
| ![](media/image1.png){width="0.4048611111111111in"                    |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| Make sure that the participants understand what will be presented in  |
| this module by asking the following question.                         |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  ![](media/image3.png){width="0.5006944444444444in"
  height="0.4888888888888889in"}**Do you have any questions concerning
  the objectives for this module?**

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The [**Federal Acquisition Regulation                                 |
| (FAR)**](javascript:PopUp('Federal Acquisition Regulation             |
|  (FAR)', 'FAR became effective on April 1, 1984, and is issued within |
|  applicable laws under the joint authorities of:<ul><li>Administrator |
|  of General Services</li><li>Secretary of Defense</li><li>Administrat |
| or for the National Aeronautics and Space Administration</li><li>And  |
| under the broad policy guidelines of the Administrator, Office of Fed |
| eral Procurement Policy, Office of Management and Budget</li></ul>')) |
| is the primary regulation for use by all Federal Executive agencies   |
| in their acquisition of supplies and services with appropriated       |
| funds. The FAR:                                                       |
|                                                                       |
| -   Precludes agency acquisition regulations that unnecessarily       |
|     repeat, paraphrase, or otherwise restate the FAR.                 |
|                                                                       |
| -   Limits agency acquisition regulations to those necessary to       |
|     implement FAR policies and procedures within an agency.           |
|                                                                       |
| -   Provides for coordination, simplicity, and uniformity in the      |
|     Federal acquisition process.                                      |
|                                                                       |
| -   Provides for agency and public participation in developing the    |
|     FAR and agency acquisition regulation.                            |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The goals of the FAR include:                                         |
|                                                                       |
| 1.  Satisfy the customer in terms of cost, quality, and timeliness of |
|     the delivered product or service                                  |
|                                                                       |
| 2.  Minimize administrative operating costs                           |
|                                                                       |
| 3.  Conduct business with integrity, fairness, and openness           |
|                                                                       |
| 4.  Fulfill public policy objectives                                  |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| FAR Parts 1-12 detail regulations regarding the Pre-Solicitation      |
| Phase of contracting. Parts 1-6 detail:                               |
|                                                                       |
| 1.  Federal Acquisition Regulations System                            |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| 5.  Definitions of Words and Terms                                    |
|                                                                       |
| 6.  Improper Business Practices and Personal Conflicts of Interest    |
|                                                                       |
| 7.  Administrative Matters                                            |
|                                                                       |
| 8.  Publicizing Contract Actions                                      |
|                                                                       |
| 9.  Competition Requirements                                          |
|                                                                       |
| (continued on next slide)                                             |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| FAR (continued)                                                       |
|                                                                       |
| Parts 7-12 detail:                                                    |
|                                                                       |
| 10. Acquisition Planning                                              |
|                                                                       |
| 11. Required Sources of Supplies and Services                         |
|                                                                       |
| 12. Contractor Qualifications                                         |
|                                                                       |
| 13. Market Research                                                   |
|                                                                       |
| 14. Describing Agency Needs                                           |
|                                                                       |
| 15. Acquisition of Commercial Items                                   |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**In what kinds of situations have you  |
| used the FAR?**                                                       |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| (Try to solicit answers from the participants that share              |
| situations/projects that they have managed or served as a team        |
| member, to encourage discussion.)                                     |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| You should register to receive electronic notices of changes to       |
| regulations.                                                          |
|                                                                       |
| -   When you register, you will receive an e-mail giving you access   |
|     to pending changes, draft notices in the Federal Register, and    |
|     final changes.                                                    |
|                                                                       |
| -   You may register online at <http://www.arnet.gov/far>.            |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Three pre-award policies necessary for solicitation are:              |
|                                                                       |
| -   Publicizing contract actions                                      |
|                                                                       |
| -   Simplified acquisition procedures                                 |
|                                                                       |
| -   Sealed bidding                                                    |
|                                                                       |
|     (continued on the next page)                                      |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| It is the responsibility of the contracting officer to [publicize     |
| contract actions]{.underline}. Contract actions refer to those        |
| actions resulting in the creation of a contract, including actions    |
| for additional supplies or services outside the existing contract     |
| scope. It is important to publicize these actions in order to:        |
|                                                                       |
| -   Increase competition                                              |
|                                                                       |
| -   Broaden industry participation in meeting government requirements |
|                                                                       |
| -   Assist small business concerns in obtaining contracts and         |
|     subcontracts                                                      |
|                                                                       |
|     While it is the contracting officer's responsibility to do the    |
|     publicizing tasks, an experienced project manager will assist the |
|     Contracting Officer with this effort. The project manager is      |
|     likely to have the most knowledge about who the likely qualified  |
|     sources or supplies or services are due to prior market research  |
|     results. The Project Manager's involvement with the publicizing   |
|     efforts ensures that these qualified sources are provided with an |
|     opportunity to be informed of the acquisition.                    |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| [Simplified Acquisition Procedures]{.underline} are shorter,          |
| simplified policies for the acquisition of supplies and services      |
| that, in sum, do not exceed the simplified acquisition threshold. The |
| purpose of prescribing these procedures is to:                        |
|                                                                       |
| -   Reduce administrative costs                                       |
|                                                                       |
| -   Improve opportunities for small business concerns to obtain a     |
|     fair proportion of government contracts                           |
|                                                                       |
| -   Promote efficiency and economy in contracting                     |
|                                                                       |
| -   Avoid unnecessary burdens for agencies and contractors            |
|                                                                       |
| The project manager has the responsibility to select an acquisition   |
| approach that is suitable for the project because the Project Manager |
| has the ultimate responsibility to deliver the desired product or     |
| service. To deal with schedule pressure, Project Managers may opt to  |
| structure the acquisition to fit the rules of the Simplified          |
| Acquisition Procedures and thereby reduce a time consuming burden.    |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| [Sealed bidding]{.underline} is a method of contracting that employs  |
| competitive bids, public opening of bids, and awards. Sealed bidding  |
| involves:                                                             |
|                                                                       |
| -   Preparation of invitations for bids                               |
|                                                                       |
| -   Publicizing the invitation for bids                               |
|                                                                       |
| -   Submission of bids                                                |
|                                                                       |
| -   Evaluation of bids                                                |
|                                                                       |
| -   Contract award to the reasonable bidder                           |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 2: Contracting Policies (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image1.png){width="0.4048611111111111in"                    |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| Complete content was not available at the time of module authorship   |
| for the topic in the following question, but the concept presented    |
| needs to be included in the final course. Please ask the participants |
| the following question to establish an understanding of their         |
| knowledge on the topic. The feedback of the participants will inform  |
| the content to be added at a later date.                              |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  ![](media/image3.png){width="0.5006944444444444in"
  height="0.4888888888888889in"}**How would you define the key and
  complex contract terms and conditions for the solicitation?**

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The Program Contracting Officer (PCO) and the Program/Project Manager |
| should develop a business partnership with emphasis on building a     |
| successful acquisition plan/strategy that leads to program/project    |
| success.                                                              |
|                                                                       |
| During the pre-solicitation phase, this business partnership focuses  |
| on:                                                                   |
|                                                                       |
| -   Planning an acquisition process by which the efforts of the       |
|     program/project manager, PCO, and all other personnel are         |
|     integrated through a comprehensive plan for fulfilling the agency |
|     need in a timely manner and at a reasonable cost.                 |
|                                                                       |
| -   Developing an overall strategy for managing the acquisition.      |
|                                                                       |
| -   Structuring for competition.                                      |
|                                                                       |
| (content continues on next slide)                                     |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points (continued):**                                           |
|                                                                       |
| This business partnership also focuses on:                            |
|                                                                       |
| -   Structuring for socio-economic issues.                            |
|                                                                       |
| -   Formulating the acquisition strategy considering contract types   |
|     and their applicability as they relate to acquisition strategies, |
|     risk, and life-cycle management of the system.                    |
|                                                                       |
| -   Comprehending procurement policies, regulations, options,         |
|     procedures and contract administration, performance and           |
|     management issues.                                                |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**Who is responsible for the success of |
| the acquisition?**                                                    |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| It is a team effort. The partnership between the contracting officer  |
| and the project manager is crucial.                                   |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points (continued):**                                           |
|                                                                       |
| FAR Subpart 7.1 details the pre-award actions required of acquisition |
| planning. These actions include:                                      |
|                                                                       |
| -   Form a team consisting of all those who will be responsible for   |
|     significant aspects of the acquisition.                           |
|                                                                       |
| -   Generate the delivery requirements.                               |
|                                                                       |
| -   Promote competition, coordinating with the cognizant small        |
|     business specialist.                                              |
|                                                                       |
| -   Compose a written acquisition plan.                               |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| **Acquisition planning** should begin as soon as the agency need is   |
| identified.                                                           |
|                                                                       |
| -   In developing the plan, the program/project manager and PCO form  |
|     a team consisting of all those who will be responsible for        |
|     significant aspects of the acquisition.                           |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The specific content of plans will vary, depending on the nature,     |
| circumstances, and stage of the acquisition. Regardless, the contents |
| of an acquisition plan must:                                          |
|                                                                       |
| -   Identify the milestones at which decisions should be made.        |
|                                                                       |
| -   Address all the technical, business, management, and other        |
|     significant considerations that will control the acquisition.     |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   A diverse and talented acquisition team is central to the success |
|     of an acquisition.                                                |
|                                                                       |
| -   Acquisition team members should work together and make decisions  |
|     within their area of responsibility to provide their customer     |
|     with the best value product or service on time and within budget. |
|                                                                       |
| -   Teamwork, unity of purpose, and strong communication among team   |
|     members are necessary to achieve the required needs of your       |
|     customer.                                                         |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**In your experience, why is it         |
| important that members of an acquisition team make decisions          |
| [only]{.underline} within their areas of responsibility?**            |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| \[Encourage discussion by soliciting answers from the participants in |
| which they share situations/projects that they have managed or served |
| as a team member.\]                                                   |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| All acquisition teams are tailored for each specific acquisition.     |
| Sometimes they consist only of the Program/Project Manager and the    |
| PCO. For more complex acquisitions, the acquisition team can include  |
| a variety of members:                                                 |
|                                                                       |
| -   Program/Project Manager                                           |
|                                                                       |
| -   Contracting Professional (including Contracting Officer (CO))     |
|                                                                       |
| -   Contracting Officer Representative (COR)                          |
|                                                                       |
| -   Financial Manager                                                 |
|                                                                       |
| -   Auditor                                                           |
|                                                                       |
| (content continues on next slide)                                     |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 3: Acquisition Planning (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points (continued):**                                           |
|                                                                       |
| The Acquisition Team includes several members:                        |
|                                                                       |
| -   Property Administrator                                            |
|                                                                       |
| -   Technical/Engineer                                                |
|                                                                       |
| -   Quality Assurance Personnel (QAP)                                 |
|                                                                       |
| -   Legal Counsel                                                     |
|                                                                       |
| -   Contractor                                                        |
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                                                   (Topic - Slide )

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| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The **Program/Project Manager** is the representative of the          |
| capability need in an acquisition team.                               |
|                                                                       |
| -   It is often the role of the Program/Project Manager to lead the   |
|     acquisition team.                                                 |
|                                                                       |
| -   To be an effective member of the acquisition team, the            |
|     Program/Project Manager needs to know how to be both a leader and |
|     an effective project manager.                                     |
|                                                                       |
| -   Membership of the acquisition team is dependent upon the          |
|     organization of the team and the nature of the specific projects  |
|     the individuals are working on.                                   |
|                                                                       |
| -   The Program/Project Manager plays an integral role in building    |
|     the solicitation and making price-related decisions.              |
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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The project/program manager has the ability to influence, without     |
| complete authority, the selection of members for the acquisition      |
| team.                                                                 |
|                                                                       |
| -   Considering the design of a matrix organization, consisting of    |
|     many organizations with many separate bosses, the typical         |
|     Project/Program Manager does not have complete control over       |
|     choosing and maintaining the people necessary to succeed on a     |
|     project.                                                          |
|                                                                       |
| -   Items that effect the Program/Project Manager's role in the       |
|     selection of acquisition team members include:                    |
|                                                                       |
|     -   The project charter -- define the limit's of the              |
|         Program/Project Manager's authority                           |
|                                                                       |
|     -   The project plan -- identify stipulations on who can work on  |
|         the project                                                   |
|                                                                       |
|     -   The stakeholder analysis -- provide insights in reference to  |
|         which individuals may be willing and able to help on the      |
|         project                                                       |
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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| **Contracting Professionals** include Contract Specialists,           |
| Contracting Officers, and Procurement Analysts. They play a role in:  |
|                                                                       |
| -   The acquisition of supplies and services.                         |
|                                                                       |
| -   Acquisition planning.                                             |
|                                                                       |
| -   Cost and price analysis.                                          |
|                                                                       |
| -   Solicitation and selection of sources.                            |
|                                                                       |
| -   Preparation, negotiation, and award of contracts.                 |
|                                                                       |
| -   All phases of contract administration.                            |
|                                                                       |
| -   Termination or close out of contracts.                            |
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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The **Contracting Officer (CO)** must have the authority, to the      |
| maximum extent practicable and consistent with law, to determine the  |
| application of rules and award of a specific contract. Contracting    |
| officers should take the lead in:                                     |
|                                                                       |
| -   Encouraging business process innovations.                         |
|                                                                       |
| -   Ensuring sound business decisions by providing advice to          |
|     customers.                                                        |
|                                                                       |
| -   Ensuring that customers are provided with all available business  |
|     alternatives.                                                     |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| During the pre-solicitation phase of acquisition planning,            |
| contracting officers have a number of responsibilities.               |
| Pre-solicitation options include:                                     |
|                                                                       |
| -   Review all proposed solicitations to determine whether access to  |
|     classified information may be required by offerors, or by a       |
|     contractor during contract performance.                           |
|                                                                       |
| -   Determine if there are any qualification requirements established |
|     by an involved agency and notify potential suppliers and          |
|     prospective offerors of these requirements to allow them to       |
|     demonstrate their abilities to meet the specified standards.      |
|                                                                       |
| -   To ensure that the number of sources that meet the qualified      |
|     requirements is adequate for competition.                         |
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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The **Contracting Officer Representative (COR)** and/or Contracting   |
| Officer Technical Representative (COTR) are delegated duties through  |
| a letter of appointment signed by the contracting officer.            |
|                                                                       |
| -   The contracting officer determines the need for these functional  |
|     representatives, and their duties.                                |
|                                                                       |
| -   At the time of appointment, the contracting officer must provide  |
|     the COR with requisite formal training.                           |
|                                                                       |
| -   The training should include a review of duties, authority         |
|     limitations, form completion, and reporting requirements.         |
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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The **Financial Manager**:                                            |
|                                                                       |
| -   Plans, organizes, directs, and controls the dollars and resources |
|     of a program.                                                     |
|                                                                       |
| -   Takes care of business and financial functions, the latter        |
|     including management of acquisition funds.                        |
|                                                                       |
| -   May be part of acquisition planning, cost estimating and          |
|     budgeting, contractor surveillance, and budget execution (i.e.    |
|     paying bills).                                                    |
|                                                                       |
| -   Provides the acquisition team with the information needed to make |
|     all decisions on the kind and type of money available.            |
+-----------------------------------------------------------------------+

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

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| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**Does the project manager write the    |
| performance reports for the members of the acquisition team? (Note:   |
| Performance reports refer to the employee's performance               |
| evaluations.)**                                                       |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| The point of the question is to highlight the complexity of the       |
| relationship between the Project Manager and the team members in what |
| is frequently a matrixed organization.                                |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| **Auditors** are accountants with specialized training and experience |
| in examining and analyzing cost or pricing data provided by offerors  |
| and contractor records (particularly accounting records).             |
|                                                                       |
| -   Their support can be invaluable in cost proposal analysis.        |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| **Technical and Engineering Specialists** generally write             |
| specifications, statements of work, and/or technical evaluation       |
| factors. They also evaluate technical proposals.                      |
|                                                                       |
| -   In many acquisitions, the requirements manager acts as the        |
|     technical specialist. Larger acquisitions may involve teams or    |
|     panels of technical experts who (depending on the deliverable)    |
|     may be engineers, scientists, or other similar professions.       |
|                                                                       |
| -   Technical specialists may have a good understanding of the costs  |
|     necessary to build a deliverable, and the types and sources of    |
|     commercial products that may satisfy a requirement.               |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| **Quality Assurance Personnel (QAP)** are also known as Quality       |
| Assurance Evaluators (QAE), Quality Assurance Representatives (QAR),  |
| and sometimes Contracting Officer\'s Technical Representatives        |
| (COTR).                                                               |
|                                                                       |
| -   They have the technical expertise required to ensure that the     |
|     contractor delivers exactly what the contract requires.           |
|                                                                       |
| -   QAPs are normally used when a product has to be accepted or a     |
|     service needs evaluating.                                         |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| **Legal Counsel** provides guidance regarding legal compliance and    |
| interpretation of laws and regulations.                               |
+-----------------------------------------------------------------------+

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Although not always thought of as part of the team, the               |
| **Contractor** is a major player. This includes the prime contractor  |
| as well as any subcontractors that are needed.                        |
|                                                                       |
| -   The contractor has industry expertise, and will provide the goods |
|     or services being procured.                                       |
+-----------------------------------------------------------------------+

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**In your experience, what are the      |
| advantages of including the contractor as part of the acquisition     |
| team?**                                                               |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| Responses will vary. Stimulate discussion by soliciting answers that  |
| draw from the participants' own experiences. Some sample responses    |
| include:                                                              |
|                                                                       |
| -   Most knowledgeable of the technical and time requirements for an  |
|     acquisition.                                                      |
|                                                                       |
| -   Best situated to present innovations and improvements.            |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Selecting the right team members can mean the difference between a    |
| successful acquisition and an unsuccessful one. Important             |
| characteristics in all team members include:                          |
|                                                                       |
| -   Honesty                                                           |
|                                                                       |
| -   Reliability                                                       |
|                                                                       |
| -   Respect for others                                                |
|                                                                       |
| -   Courage                                                           |
|                                                                       |
| -   Commitment                                                        |
|                                                                       |
| -   Integrity                                                         |
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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**What is the ultimate impact of        |
| multi-functional teams?**                                             |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| Responses will vary. Stimulate discussion by soliciting answers that  |
| draw from the participants' own experiences. Some sample responses    |
| include:                                                              |
|                                                                       |
| -   Provide customers with better products, at an affordable cost,    |
|     with shorter development schedules.                               |
|                                                                       |
| -   An acquisition system better able to meet the challenges of the   |
|     future.                                                           |
+-----------------------------------------------------------------------+

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  **Topic 3: Acquisition Planning (continued)**

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+-----------------------------------------------------------------------+
| ![](media/image1.png){width="0.40555555555555556in"                   |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| This concludes the topic on the Acquisition Planning. After           |
| addressing any questions the participants may have, inform them that  |
| we will be moving on to the next topic: The Acquisition Strategy.     |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  ![](media/image3.png){width="0.5006944444444444in"
  height="0.4888888888888889in"}**What questions do you have regarding
  Acquisition Planning?**

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------
  **Topic 4: The Acquisition Strategy**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.75in" height="0.6916666666666667in"}   |
| **[CONTENT TO BE PRESENTED:]{.underline}**                            |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   The business partnership between the PCO and the Program/Project  |
|     Manager is responsible for formulating the acquisition strategy.  |
|                                                                       |
| -   The acquisition strategy defines the management approach that     |
|     will achieve program goals. The information included should be    |
|     complete enough to fully describe the planning considerations and |
|     decisions.                                                        |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| When formulating an acquisition strategy, it is critically important  |
| to address a number of key issues:                                    |
|                                                                       |
| -   Structure for competition.                                        |
|                                                                       |
| -   Structure for socio-economic issues.                              |
|                                                                       |
| -   Consider contract types and their applicability as they relate to |
|     acquisition strategies, risk and life-cycle management of the     |
|     system.                                                           |
|                                                                       |
| -   Comprehend procurement policies, regulations, options, procedures |
|     and contract administration, performance and management issues.   |
|                                                                       |
| -   Comprehend alpha contracting process, as applicable.              |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| FAR Part 6 prescribes policies and procedures to promote full and     |
| open competition. The competitive procedures available for use in     |
| fulfilling the requirement for full and open competition include:     |
|                                                                       |
| -   Sealed Bids                                                       |
|                                                                       |
| -   Competitive proposals                                             |
|                                                                       |
| -   Combination of competitive procedures                             |
|                                                                       |
| -   Other competitive procedures                                      |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| It is important to **Structure for Competition** when planning an     |
| acquisition to provide for full and open competition in soliciting    |
| offers and awarding Government contracts. Both the contracting        |
| officer and the project manager have a role to play to ensure that an |
| acquisition encourages competition. A project manager can encourage   |
| competition by:                                                       |
|                                                                       |
| -   Providing every small business concern with a name and telephone  |
|     number of an agency to contact to answer questions related to     |
|     government-specific laws and rules.                               |
|                                                                       |
| -   Developing a well-written, defined SOO (Statement of Objectives)  |
|                                                                       |
| -   Dividing a complex project into subsystems to be individually     |
|     acquired by competing sources                                     |
|                                                                       |
| -   Paying more than one contractor to study a problem and develop    |
|     expertise for a project that involves very specialized knowledge. |
|     This places several contractors in the position to compete.       |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   It is the policy of the government to provide maximum practicable |
|     opportunities in its acquisitions to small business,              |
|     veteran-owned small business, service-disabled veteran-owned      |
|     small business, HUBZone small business, small disadvantaged       |
|     business, and women-owned small business concerns.                |
|                                                                       |
| -   Such concerns must have the maximum practicable opportunity to    |
|     participate as contractors/subcontractors in the contracts        |
|     awarded by any executive agency, consistent with efficient        |
|     contract performance.                                             |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Socio-economic laws provide a unique framework for government         |
| contracting. The role of the Program/Project Manager and PCO          |
| includes:                                                             |
|                                                                       |
| -   The implementation of public policy.                              |
|                                                                       |
| -   Getting the best value or price for the item or service you are   |
|     purchasing.                                                       |
|                                                                       |
| Therefore, the definition of a smart business partnership would be    |
| one that implements public policy while obtaining the best value.     |
+-----------------------------------------------------------------------+

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**How much does the government save     |
| through competition?**                                                |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| A good amount! Regardless of who wins the competition, the            |
| public-private competition process provides an average cost           |
| savings/avoidance of 20-30%. Even if a government organization wins   |
| the competition, the taxpayer saves money due to the increased        |
| efficiency of the government groups vying in competition.             |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The Small Business Act of 1953 resulted in one of the largest         |
| socio-economic programs that helped shape the framework for           |
| government contracting professionals.                                 |
|                                                                       |
| -   An important aspect of this Act is the fact that most new jobs,   |
|     and many new ideas and advances in technology, are generated by   |
|     small businesses.                                                 |
|                                                                       |
| -   The objectives of the Small Business Act were (1) to maintain and |
|     expand our industrial base by (2) ensuring that small and         |
|     minority businesses received a fair opportunity to compete for    |
|     Government contracts.                                             |
|                                                                       |
| -   The Act has been expanded to include small disadvantaged          |
|     businesses, women-owned businesses, and businesses in             |
|     historically under-utilized areas.                                |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   The Small Business Administration (SBA) counsels and assists      |
|     small business concerns and assists contracting personnel to      |
|     ensure that a fair proportion of contracts for supplies and       |
|     services is placed with small business.                           |
|                                                                       |
| -   The SBA may assign one or more procurement center representatives |
|     to any contracting activity or contract administration office to  |
|     carry out SBA policies and programs.                              |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The PCO must, to the extent practicable, encourage maximum            |
| participation by small business, veteran-owned small business,        |
| service-disabled veteran-owned small business, HUBZone small          |
| business, small disadvantaged business, and women-owned small         |
| business concerns in acquisitions by taking the following actions:    |
|                                                                       |
| -   Before issuing solicitations, make every reasonable effort to     |
|     find additional small business concerns, unless lists are already |
|     excessively long and only some of the concerns on the list will   |
|     be solicited. This effort should include contacting the SBA       |
|     procurement center representative.                                |
|                                                                       |
| -   Publicize solicitations and contract awards through the           |
|     Government-wide point of entry.                                   |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| As the Program/Project Manager, you should work with the PCO to       |
| structure your solicitation for socio-economic issues by:             |
|                                                                       |
| -   Allowing the maximum amount of time practicable for the           |
|     submission of offers.                                             |
|                                                                       |
| -   Furnishing specifications, plans, and drawings with               |
|     solicitations, or furnish information as to where they may be     |
|     obtained or examined.                                             |
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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

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+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**In your experience, what other        |
| methods for structuring for small-business participation have you     |
| found successful?**                                                   |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| (Responses will vary. Stimulate discussion by soliciting answers that |
| draw from the participants' experiences as well as your own.)         |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Other socio-economic initiatives that are relevant to contracting     |
| professionals include programs that:                                  |
|                                                                       |
| -   Clean the environment (Clean Air/Water Act).                      |
|                                                                       |
| -   Ensure equal employment opportunity (Executive Order              |
|     11246/11141).                                                     |
|                                                                       |
| -   Promote the hiring of veterans (Veterans\' Preference).           |
|                                                                       |
| In most cases, socio-economic goals are met by incorporating the      |
| corresponding clauses in government contracts, and then enforcing     |
| those clauses.                                                        |
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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**Have you been involved with an s      |
| there an example from an acquisition in which socio-economic goals    |
| were met by incorporating and enforcing clauses in the contract? If   |
| so, what was the result?**                                            |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| (Responses will vary. Stimulate discussion by soliciting answers that |
| draw from the participants' experiences as well as your own.)         |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   Choosing the appropriate contract type while formulating an       |
|     acquisition strategy is essential to successful performance under |
|     a contract.                                                       |
|                                                                       |
| -   The type of contract determines the cost and performance risks    |
|     that are placed on the contractor.                                |
|                                                                       |
| -   There are two broad contract groups---**fixed-price** and         |
|     **cost-reimbursement**. Within each of these groups, there are    |
|     various types of contracts that can be used individually or in    |
|     combination.                                                      |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Definition -- Firm Fixed-Price Contracts                              |
|                                                                       |
| This type of contract requires the contractor to successfully perform |
| the contract and deliver conforming supplies or services for a price  |
| agreed to up front.                                                   |
|                                                                       |
| -   This type of contract places the most performance and cost risk   |
|     on the contractors. It if costs them more than they expected,     |
|     they still get the amount originally agreed upon. If it costs     |
|     them less, they make more profit.                                 |
|                                                                       |
| -   A firm-fixed price contract is suitable for supplies and services |
|     that can be described in sufficient detail to ensure complete     |
|     understanding of the requirements by both parties and assessment  |
|     of the inherent risks of performance.                             |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Within the fixed-price contract group you can award contracts with:   |
|                                                                       |
| -   Economic price adjustment factors to allow for industries where   |
|     costs fluctuate frequently either up or down.                     |
|                                                                       |
| -   Various incentive types that can be used to reward good           |
|     performance or to impose provisions to deduct for poor            |
|     performance.                                                      |
|                                                                       |
| -   Price re-determination provisions that permit issuing an order on |
|     a fixed-price basis and allow for revisiting the reasonableness   |
|     of that pricing later during the contract performance.            |
|                                                                       |
| -   A specified level of effort.                                      |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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+-----------------------------------------------------------------------+
| ![](media/image4.png){width="0.8854166666666666in"                    |
| height="0.8125in"}**Activity**                                        |
|                                                                       |
| Activity Purpose:                                                     |
|                                                                       |
| To decide to use, or not to use, a fixed-price contract for a certain |
| project provided in a scenario.                                       |
|                                                                       |
| Activity Length: 15-20 minutes                                        |
|                                                                       |
| Activity Instructions:                                                |
|                                                                       |
| Instruct the students to read the following scenario and determine    |
| whether or not a fixed-price contract is an appropriate contract type |
| for the project specifically. Ask them, "If you were the project      |
| manager in charge of the following scenario, would you or would you   |
| not consider using a fixed-price contract? Why or why not?            |
|                                                                       |
| ![](media/image5.png){width="1.0104166666666667in" height="0.3125in"} |
|                                                                       |
| The highway administration is looking to acquire 10 new ice-breaking  |
| trucks to de-ice the highways in Vermont. You know, from past         |
| experience, that there will be plenty of offers given.                |
|                                                                       |
| For this acquisition from private contractors, and would like to see  |
| how much profit each is intending to receive from the transaction.    |
|                                                                       |
| Vermont is a very cold, rural place in the winter where roads can get |
| bad quickly, so these trucks will have to be able to drive easily in  |
| adverse conditions. This means that there are certain parts of the    |
| truck that, although are expensive, are extremely vital to fulfilling |
| requirements for this acquisition.                                    |
|                                                                       |
| Answer:                                                               |
|                                                                       |
| Yes, consider using a fixed-price contract. A fixed-price contract is |
| appropriate when a Project Manager is interested in minimizing the    |
| cost risk at the expense of accepting schedule and performance risk.  |
| The truck purchase is an example of an appropriate time to use a      |
| fixed-price contract because the performance of the truck is largely  |
| determined in advance by its model number (so there is little risk    |
| that the buyer does not receive what he/she expected) and the         |
| delivery schedule is predictable.                                     |
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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Definition -- Cost-Reimbursement Contract                             |
|                                                                       |
| -   A cost-reimbursement contract allows for payment of all incurred  |
|     costs, within a predetermined ceiling, which can be allocated to  |
|     the contract, are allowable within cost standards, and            |
|     reasonable.                                                       |
|                                                                       |
| -   Therefore, all types of cost-reimbursement contracts place the    |
|     least cost and performance risk on the contractor. They basically |
|     only require the contractor to use their \"best efforts\" to      |
|     complete the contract.                                            |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Within the cost-reimbursement category there are:                     |
|                                                                       |
| -   **Cost type** -- This involves payment of all incurred costs      |
|     within a predetermined total estimated cost.                      |
|                                                                       |
| -   **Cost sharing** -- The government and the contractor agree to    |
|     split the cost of performance in a predetermined manner. No fee   |
|     is given.                                                         |
|                                                                       |
| -   **Cost-plus-fixed-fee** -- This allows for payment of all         |
|     incurred costs within a predetermined amount plus an agreed upon  |
|     fee that will not change.                                         |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Within the cost reimbursement category there are also:                |
|                                                                       |
| -   **Cost-plus-incentive-fee** -- This provides for adjustment of    |
|     the fee (either up or down) using a predetermined formula based   |
|     on the total allowable costs in relation to total targeted costs. |
|                                                                       |
| -   **Cost-plus-award-fee** -- This provides for negotiation of a     |
|     base fee plus an award fee that can be given based upon a         |
|     judgmental evaluation by the Government of contractor performance |
|     and cost control.                                                 |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The latter two contract types, cost-plus-incentive-fee and            |
| cost-plus-award-fee, require considerable monitoring by the program   |
| and contracting staff and are usually reserved for the larger dollar  |
| value, more visible procurements.                                     |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**In what kind of scenario would you    |
| want to use a cost-reimbursement contract?**                          |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| This type of contract is required when the uncertainties of           |
| performance will not permit a fixed price to be estimated with        |
| sufficient accuracy to ensure a fair and reasonable price is          |
| obtained.                                                             |
|                                                                       |
| For example, if a particular task has too much uncertainty and we ask |
| a contractor to price it on a fixed price basis, they would build in  |
| contingency costs to allow for the unknowns and it would likely cost  |
| the Government much more money than if they could price it on a cost  |
| reimbursement basis.                                                  |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   The objective of the business partnership between the PCO and the |
|     program/project manager is to negotiate a contract type and price |
|     (or estimated cost and fee) that will result in reasonable        |
|     contractor risk and provide the contractor with the greatest      |
|     incentive for efficient and economical performance.               |
|                                                                       |
|     -   A firm-fixed-price contract, which best utilizes the basic    |
|         profit motive of business enterprise, should be used when the |
|         risk involved is minimal or can be predicted with an          |
|         acceptable degree of certainty.                               |
|                                                                       |
|     -   When a reasonable basis for firm pricing does not exist,      |
|         other contract types should be considered, and negotiations   |
|         should be directed toward selecting a contract type (or       |
|         combination of types) that will appropriately tie profit to   |
|         contractor performance.                                       |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**As program/project manager, would you |
| rather bear the responsibility for the cost risk, the schedule risk,  |
| or the performance risk?**                                            |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| There is no right or wrong answer to this question. This will allow   |
| the participants to get some insight into the drivers and constraints |
| that exist for the types of projects that they do.                    |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| There are many factors that the contracting officer should consider   |
| in selecting and negotiating the contract type. They include the      |
| following:                                                            |
|                                                                       |
| -   **Price competition**. Normally, effective price competition      |
|     results in realistic pricing, and a fixed-price contract is       |
|     ordinarily in the government's interest.                          |
|                                                                       |
| -   **Price analysis**. Price analysis, with or without competition,  |
|     may provide a basis for selecting the contract type. The degree   |
|     to which price analysis can provide a realistic pricing standard  |
|     should be carefully considered.                                   |
|                                                                       |
| -   **Cost analysis**. In the absence of effective price competition  |
|     and if price analysis is not sufficient, the cost estimates of    |
|     the offeror and the government provide the basis for negotiating  |
|     contract-pricing arrangements. It is essential that the           |
|     uncertainties involved in performance and their possible impact   |
|     upon costs be identified and evaluated.                           |
|                                                                       |
| (content continues on next slide)                                     |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points (continued):**                                           |
|                                                                       |
| -   **Period of performance**. In times of economic uncertainty,      |
|     contracts extending over a relatively long period may require     |
|     economic price adjustment terms.                                  |
|                                                                       |
| -   Contractor's **technical capability** and **financial             |
|     responsibility**.                                                 |
|                                                                       |
| -   Adequacy of the **Contractor's Accounting System**. Before        |
|     agreeing on a contract type other than firm-fixed-price, the      |
|     contracting officer should ensure that the contractor's           |
|     accounting system will permit timely development of all necessary |
|     cost data in the form required by the proposed contract type.     |
|     This factor may be critical when the contract type requires price |
|     revision while performance is in progress, or when a              |
|     cost-reimbursement contract is being considered and all current   |
|     or past experience with the contractor has been on a fixed-price  |
|     basis.                                                            |
|                                                                       |
| (content continues on next slide)                                     |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points (continued):**                                           |
|                                                                       |
| -   **Concurrent contracts.** If performance under the proposed       |
|     contract involves concurrent operations under other contracts,    |
|     the impact of those contracts, including their pricing            |
|     arrangements, should be considered.                               |
|                                                                       |
| -   **Extent and nature of proposed subcontracting**. If the          |
|     contractor proposes extensive subcontracting, a contract type     |
|     reflecting the actual risks to the prime contractor should be     |
|     selected.                                                         |
|                                                                       |
| -   **Acquisition history**. Contractor risk usually decreases as the |
|     requirement is repetitively acquired. Also, product descriptions  |
|     or descriptions of services to be performed can be defined more   |
|     clearly.                                                          |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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+-----------------------------------------------------------------------+
| ![](media/image4.png){width="0.8854166666666666in"                    |
| height="0.8125in"}**Activity**                                        |
|                                                                       |
| Activity Purpose:                                                     |
|                                                                       |
| In the scenarios provided, select the appropriate contract type.      |
| Explain the basis for the selection.                                  |
|                                                                       |
| Activity Length: 15-20 minutes                                        |
|                                                                       |
| Activity Instructions:                                                |
|                                                                       |
| Students are to read the listening device scenario, work together     |
| with other students at their table, select an appropriate contract    |
| type, provide a basis for the selection, and present their results to |
| the class.                                                            |
|                                                                       |
| ![](media/image5.png){width="1.0208333333333333in"                    |
| height="0.3159722222222222in"}                                        |
|                                                                       |
| You have been assigned to manage a new project. The overall project   |
| focuses on creating a network of listening devices that will be       |
| placed in high crime areas throughout the New York City area. These   |
| devices are part of a new program that will attempt to figure out     |
| where to focus police attention so that violent crimes can be         |
| reduced. These to be voice-activated recording devices. They must be  |
| able to communicate they must be able to communicate the encrypted    |
| signals to satellites on a schedule that can be managed to avoid      |
| detection. You are responsible for managing the prototype development |
| of this device through its demonstration phase.                       |
|                                                                       |
| New technology might be needed to create some necessary functions for |
| the devices. Those functions are extreme clarity of voice, filtering  |
| of city noise, long distance from voice source, and it must be easily |
| hidden. The devices must also have extremely long lasting portable    |
| power suppliers.                                                      |
|                                                                       |
| (continued on the next page)                                          |
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  **Topic 4: The Acquisition Strategy (continued)**

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+-----------------------------------------------------------------------+
| ![](media/image4.png){width="0.8854166666666666in"                    |
| height="0.8125in"}**Activity (continued)**                            |
|                                                                       |
| ![](media/image5.png){width="1.0208333333333333in"                    |
| height="0.3159722222222222in"} (continued)                            |
|                                                                       |
| Your management team has anticipated the cost for this development    |
| effort to be \$3,000,000. Also, the prototype must be ready in only   |
| 12 months.                                                            |
|                                                                       |
| You have been asked to perform this project work with matrixed        |
| resources that are experienced in projects in your organization, but  |
| you are informed that the personnel available for this project have   |
| not worked on such devices themselves. You can use contractor         |
| organizations that have the proper skills if you can get them on      |
| contract and working in time. You must determine the required size    |
| and structure of the project teams within the constraints of time and |
| money.                                                                |
|                                                                       |
| In a meeting today, the primary customer demonstrated a genuine       |
| eagerness to start working with you to discuss the requirements. The  |
| urgency of the mission was emphasized by references to articles from  |
| the morning paper. The customer assured you that their current        |
| processes and procedures are well documented, but indicated that some |
| of the functionality required was still under discussion. The         |
| customer cautioned you that requirements were incomplete and might    |
| change; although you were assured that the urgency of the mission     |
| would cause management to get right on it.                            |
|                                                                       |
| You must be ready to begin testing the new device within 9 months due |
| to the planned prototype demonstration in 12 months. The customer     |
| asked, however, that you propose a schedule that would get the job    |
| done even sooner, if possible.                                        |
|                                                                       |
| (continued on the next page)                                          |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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+-----------------------------------------------------------------------+
| ![](media/image4.png){width="0.8854166666666666in"                    |
| height="0.8125in"}**Activity (continued)**                            |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| The students should first address the decision of doing the work      |
| in-house versus contracting for it. Those that select in-house will   |
| need to address how. Those that select contracting out will also need |
| to address how.                                                       |
|                                                                       |
| The students should address the decision to be made of competition    |
| versus no competition. Since the Scenario includes a tight timeline   |
| with deployment in 12 months the students that select competition     |
| will need to address how they can get the competition and the work    |
| done in time. The students that select no competition will need to    |
| provide a justification that is based on urgency.                     |
|                                                                       |
| Next the students will need to address the decision of fixed-price    |
| versus cost-reimbursement contracts. The students should base their   |
| decision on risk - and who they want to accept and manage it. Given   |
| the technical and schedule importance in the Scenario it is likely    |
| that they will discover the value in reducing the risk through an     |
| award or incentive type of cost-reimbursement contract.               |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

  -----------------------------------------------------------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Alpha Acquisition is a framework for expediting the acquisition       |
| process. The purpose is to eliminate any unnecessary processes and    |
| reviews, and to streamline the required ones. The **Alpha Contracting |
| Process** involves many activities performed jointly by the           |
| government and contractor teams. The alpha contracting process for    |
| alpha acquisition offers a number of advantages:                      |
|                                                                       |
| -   Improving communications                                          |
|                                                                       |
| -   Decreasing the number of formal iterations, revisions, and rework |
|     required to correct misunderstandings and errors.                 |
|                                                                       |
| -   Reducing the cycle time by addressing the issues, questions, and  |
|     support considerations of a project earlier on in the process.    |
+-----------------------------------------------------------------------+

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  **Topic 4: The Acquisition Strategy (continued)**

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+-----------------------------------------------------------------------+
| ![](media/image1.png){width="0.40555555555555556in"                   |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| This concludes the topic on the Acquisition Strategy. After           |
| addressing any questions the participants may have, inform them that  |
| we will be moving on to the next topic: Continuity, Coordination, and |
| Interfaces.                                                           |
+-----------------------------------------------------------------------+

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  ![](media/image3.png){width="0.5006944444444444in"
  height="0.4888888888888889in"}**What questions do you have regarding
  Acquisition Strategy?**

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| As the program/project manager, it is your responsibility to ensure   |
| potential and actual contractors, sub-contractors and affiliated      |
| government organizations or offices have full comprehension of        |
| program/project definition, and the procuring agency's organization   |
| culture and organizational structure.                                 |
+-----------------------------------------------------------------------+

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  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Some contracts have more potential for problems than others.          |
| Contracts that include the following require strong emphasis in terms |
| of continuity, coordination, and interfaces:                          |
|                                                                       |
| -   A multiple incentive structure                                    |
|                                                                       |
| -   An SOW that may have unintended nuances                           |
|                                                                       |
| -   A complex Contract Line Item Numbers (CLIN) structure.            |
|                                                                       |
| -   Complex provisions for technical execution.                       |
|                                                                       |
| -   Complex provisions for executing contract funding.                |
|                                                                       |
| -   Complex provisions that will impact timely and accurate reporting |
|     of government funds expenditure.                                  |
|                                                                       |
| -   Unclear provisions for and the content of possible follow-on      |
|     contracts as relates to all of the above.                         |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| A multiple-incentive arrangement should:                              |
|                                                                       |
| 1.  Motivate the contractor to strive for outstanding results in all  |
|     incentive areas.                                                  |
|                                                                       |
| 2.  Compel trade-off decisions among the incentive areas, consistent  |
|     with the government's overall objectives for the acquisition.     |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   Because of the interdependency of the government's cost, the      |
|     technical performance, and the delivery goals, a contract that    |
|     emphasizes only one of the goals may jeopardize control over the  |
|     others.                                                           |
|                                                                       |
| -   Outstanding results may not be attainable for each of the         |
|     incentive areas. As such, all multiple-incentive contracts must   |
|     include a cost incentive (or constraint) that operates to         |
|     preclude rewarding a contractor for superior technical            |
|     performance or delivery results when the cost of those results    |
|     outweighs their value to the government.                          |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**What is the best contract type?**     |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| There is no right or wrong answer to this question. The discussion    |
| should serve to reinforce the need to make a decision that matches    |
| the contract type with the nature of the acquisition.                 |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Much is made about writing a clear Statement of Work (SOW) when       |
| preparing an RFP. The reason is because the SOW is a document that is |
| vulnerable to nuances and interpretation.                             |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| As you know, the Statement of Work (SOW) is a written statement that  |
| specifically describes:                                               |
|                                                                       |
| -   Phases of work or services, major tasks, or areas of              |
|     responsibility.                                                   |
|                                                                       |
| -   Specific objectives that the contractor must attain.              |
|                                                                       |
| -   The deliverables that the contractor must provide.                |
|                                                                       |
| -   A stated schedule of deliverables aligned with payments.          |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| A well-written SOW should be able to meet the S.M.A.R.T test:         |
|                                                                       |
| -   S=Specific                                                        |
|                                                                       |
| -   M=Measurable                                                      |
|                                                                       |
| -   A=Accountable                                                     |
|                                                                       |
| -   R=Reasonable                                                      |
|                                                                       |
| -   T=Time-based                                                      |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Deliverables are the key to measuring successful work requirement     |
| outcomes.                                                             |
|                                                                       |
| -   Describe each deliverable fully.                                  |
|                                                                       |
| -   Clearly identify when the deliverable must be met.                |
|                                                                       |
| -   Deliverables should signify the completion of a task or group of  |
|     tasks.                                                            |
|                                                                       |
| -   Tie acceptance of work & payment to the deliverables identified   |
|     in the SOW.                                                       |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| A Statement of Work can be defined by five comprehensive sections:    |
|                                                                       |
| 1\. Introduction                                                      |
|                                                                       |
| 2\. Background Information                                            |
|                                                                       |
| 3\. Scope                                                             |
|                                                                       |
| 4\. Applicable Documents                                              |
|                                                                       |
| 5\. Requirements and Deliverables                                     |
|                                                                       |
| To understand what is expected in a complete Statement of Work, it is |
| important to define what is included in each of these sections.       |
| (continued on the next page)                                          |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The [Introduction]{.underline} section of the SOW should:             |
|                                                                       |
| -   Include identification of what is being acquired/procured         |
|                                                                       |
| -   Not include content that is repeated in the Background and Scope  |
|     sections of the SOW                                               |
|                                                                       |
|     The [Background]{.underline} section should:                      |
|                                                                       |
| -   Summarize why the requirement cam to be                           |
|                                                                       |
| -   Communicate sufficient historical information to understand the   |
|     current requirement                                               |
|                                                                       |
| -   Accurate background facts and details                             |
|                                                                       |
| -   Not include any contractor directions, requirements, performance  |
|     tasks, specifications, or reporting requirements                  |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The [Scope]{.underline} section should:                               |
|                                                                       |
| -   Provide the reader with a clear understanding of what the         |
|     requirements and deliverables are                                 |
|                                                                       |
| -   Be consistent with the task or activities to be performed and     |
|     with the end product, service, or result to be obtained           |
|                                                                       |
| -   Summarize key elements of the technical and management            |
|     requirements without the details                                  |
|                                                                       |
| -   Not include any contractor directions, requirements, performance  |
|     tasks, specifications, or reporting requirements                  |
|                                                                       |
| -                                                                     |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The [Applicable Documents]{.underline} section should:                |
|                                                                       |
| -   Include documents that are properly cited                         |
|                                                                       |
| -   Cite documents relevant to the work being performed               |
|                                                                       |
| -   Cite the most current documents                                   |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The [Requirements and Deliverables]{.underline} section should:       |
|                                                                       |
| -   Distinguish the contractor's responsibilities from the content    |
|     contained in the Introduction, Background, and Scope sections     |
|                                                                       |
| -   Only identify minimum requirements, the "must haves"              |
|                                                                       |
| -   Present requirements, phases, or significant tasks in a logical   |
|     order                                                             |
|                                                                       |
| -   Be specific enough to facilitate the estimate of probable cost    |
|                                                                       |
| -   Use active language, not passive, to ensure that there is no      |
|     doubt as to what the contractor is obligated to perform           |
|                                                                       |
| -   Specify procedures, methods, processes, tools, and techniques to  |
|     communicate to the contractor how to do the work                  |
|                                                                       |
| -   Identify applicable management, control, or decision points       |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| The entire Statement of Work, in general, should:                     |
|                                                                       |
| -   Be written using an approved template or format if possible       |
|                                                                       |
| -   Not include any non-value information or unnecessary              |
|     cross-references to contact clauses and provisions                |
|                                                                       |
| -   Not allow for more than one interpretation of the contents        |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

+-----------------------------------------------------------------------+
| ![](media/image4.png){width="0.8854166666666666in"                    |
| height="0.8125in"}**Activity**                                        |
|                                                                       |
| Activity Purpose:                                                     |
|                                                                       |
| This activity will give the students a chance to write some real      |
| Statements of Work (SOWs) from the scenario provided in module 6.     |
|                                                                       |
| Activity Length: 15-20 minutes                                        |
|                                                                       |
| Activity Instructions:                                                |
|                                                                       |
| Use the following scenario from module 6 about the listening devices  |
| for New York City to come up with Statements of Work for the project. |
|                                                                       |
| ![](media/image5.png){width="1.0104166666666667in" height="0.3125in"} |
|                                                                       |
| You have been assigned to manage a new project. The overall project   |
| focuses on creating a network of listening devices that will be       |
| placed in high crime areas throughout the New York City area. These   |
| devices are part of a new program that will attempt to figure out     |
| where to focus police attention so that violent crimes can be         |
| reduced. These to be voice-activated recording devices. They must be  |
| able to communicate they must be able to communicate the encrypted    |
| signals to satellites on a schedule that can be managed to avoid      |
| detection. You are responsible for managing the prototype development |
| of this device through its demonstration phase.                       |
|                                                                       |
| New technology might be needed to create some necessary functions for |
| the devices. Those functions are extreme clarity of voice, filtering  |
| of city noise, long distance from voice source, and it must be easily |
| hidden. The devices must also have extremely long lasting portable    |
| power suppliers.                                                      |
|                                                                       |
| (continued on the next page)                                          |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

+-----------------------------------------------------------------------+
| ![](media/image4.png){width="0.8854166666666666in"                    |
| height="0.8125in"}**Activity (continued)**                            |
|                                                                       |
| ![](media/image5.png){width="1.0104166666666667in" height="0.3125in"} |
| (continued)                                                           |
|                                                                       |
| Your management team has anticipated the cost for this development    |
| effort to be \$3,000,000. Also, the prototype must be ready in only   |
| 12 months.                                                            |
|                                                                       |
| You have been asked to perform this project work with matrixed        |
| resources that are experienced in projects in your organization, but  |
| you are informed that the personnel available for this project have   |
| not worked on such devices themselves. You can use contractor         |
| organizations that have the proper skills if you can get them on      |
| contract and working in time. You must determine the required size    |
| and structure of the project teams within the constraints of time and |
| money.                                                                |
|                                                                       |
| In a meeting today, the primary customer demonstrated a genuine       |
| eagerness to start working with you to discuss the requirements. The  |
| urgency of the mission was emphasized by references to articles from  |
| the morning paper. The customer assured you that their current        |
| processes and procedures are well documented, but indicated that some |
| of the functionality required was still under discussion. The         |
| customer cautioned you that requirements were incomplete and might    |
| change; although you were assured that the urgency of the mission     |
| would cause management to get right on it.                            |
|                                                                       |
| You must be ready to begin testing the new device within 9 months due |
| to the planned prototype demonstration in 12 months. The customer     |
| asked, however, that you propose a schedule that would get the job    |
| done even sooner, if possible.                                        |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| (try to illicit response from class so that we can get a good idea of |
| what good answers would be)                                           |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image1.png){width="0.4048611111111111in"                    |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| Complete content was not available at the time of module authorship   |
| for the topics in the following question, but the concepts presented  |
| need to be included in the final course. Please ask the participants  |
| the following question to establish an understanding of their         |
| knowledge on the topics. The feedback of the participants will inform |
| the creation of content to be added at a later date.                  |
+-----------------------------------------------------------------------+

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**From your past experiences, what is   |
| your understanding of the following topics:**                         |
|                                                                       |
| -   Complex CLIN Structure                                            |
|                                                                       |
| -   Complex Provisions for Technical Execution                        |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Complex Provisions for Executing Contract Funding                 |
|                                                                       |
| -   Complex provisions that will impact timely and accurate reporting |
|     of government funds expenditure.                                  |
|                                                                       |
| -   Unclear provisions for and the content of possible follow-on      |
|     contracts as relates to all of the above.                         |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Definition - Exit Criteria                                            |
|                                                                       |
| -   Exit criteria are program/project-specific accomplishments that   |
|     must be satisfactorily demonstrated before an acquisition can     |
|     progress further in the current acquisition phase, or transition  |
|     to the next acquisition phase.                                    |
|                                                                       |
| -   Exit criteria are normally selected to track progress in          |
|     important technical, schedule, or management risk areas.          |
|                                                                       |
| -   At the end of a phase, exit criteria are program/project specific |
|     accomplishments required in addition to the minimum required      |
|     accomplishments for that phase.                                   |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   Exit criteria can apply within a phase as well as at the end of a |
|     phase.                                                            |
|                                                                       |
| -   Exit criteria should be the major \"show stoppers\" that the      |
|     program/project manager and PCO agree require intensive           |
|     management during that particular phase to ensure the program is  |
|     ready to proceed within a phase or past the next milestone.       |
|                                                                       |
| -   Exit criteria must be measurable during the applicable phase, and |
|     normally consist of no more than three or four major data points  |
|     or events.                                                        |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| -   The exit criteria serve as gates that, when successfully passed   |
|     or exited, demonstrate that the program is on track to achieve    |
|     its final program goals and should be allowed to continue with    |
|     additional activities within an acquisition phase or be           |
|     considered for continuation into the next acquisition phase.      |
|                                                                       |
| -   Exit criteria are some level of demonstrated performance, the     |
|     accomplishment of some process at some level of efficiency,       |
|     successful accomplishment of some event, or some other criterion  |
|     that indicates that aspect of the program is progressing          |
|     satisfactorily.                                                   |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="0.5006944444444444in"                    |
| height="0.4888888888888889in"}**What decisions can the PM make about  |
| exiting the gate?**                                                   |
|                                                                       |
| **Answer:**                                                           |
|                                                                       |
| Answers will vary, but the participants should arrive at the          |
| conclusion that the range of possible answers is actually quite       |
| limited to a few decisions: continue as planned, stop, conditionally  |
| continue, and defer.                                                  |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 5: Continuity, Coordination, and Interfaces (continued)**

  -----------------------------------------------------------------------

+-----------------------------------------------------------------------+
| ![](media/image1.png){width="0.40555555555555556in"                   |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| This concludes the topic on Continuity, Coordination, and Interfaces. |
| After addressing any remaining questions, inform the participants     |
| that we will be moving onto the final topic: Review.                  |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  ![](media/image3.png){width="0.49930555555555556in"
  height="0.48819444444444443in"}**What questions do you have regarding
  Continuity, Coordination, and Interfaces?**

  -----------------------------------------------------------------------

  -----------------------------------------------------------------------
  **Topic 6: Review**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| Presented:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Let's review the learning objectives for this module on the           |
| Pre-Solicitation Phase:                                               |
|                                                                       |
| -   List the different contracting policies that have to do with      |
|     government acquisitions.                                          |
|                                                                       |
| -   List the different pre-award policies necessary for solicitation. |
|                                                                       |
| -   Identify key features in terms of pre-award actions required by   |
|     acquisition planning.                                             |
|                                                                       |
| -   Define the key and complex contract terms and conditions for the  |
|     solicitation.                                                     |
|                                                                       |
| -   Explain how to plan a process, which is provided by the efforts   |
|     of the program/project manager and PCO.                           |
|                                                                       |
| (objectives continue on next slide)                                   |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 6: Review (continued)**

  -----------------------------------------------------------------------

  ------------------------------------------------ ----------------------
                                                   Notes: Slide HERE
                                                   (Topic - Slide )

  ------------------------------------------------ ----------------------

+-----------------------------------------------------------------------+
| ![](media/image2.png){width="0.7708333333333334in"                    |
| height="0.7076388888888889in"} **[CONTENT TO BE                       |
| PRESENTED:]{.underline}**                                             |
|                                                                       |
| **Key Points:**                                                       |
|                                                                       |
| Objectives (continued):                                               |
|                                                                       |
| -   Discuss the teaming of the warranted contracting officer and the  |
|     program/project manager.                                          |
|                                                                       |
| -   A successful business partnership is critical to acquisition      |
|     success.                                                          |
|                                                                       |
| -   Discuss the different forms of contracts.                         |
|                                                                       |
| -   State the pre-solicitation options for a contract.                |
|                                                                       |
| -   Define the key features of a comprehensive program/project        |
|     specification and a statement of work.                            |
+-----------------------------------------------------------------------+

  -----------------------------------------------------------------------
  **Topic 6: Review (continued)**

  -----------------------------------------------------------------------

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| ![](media/image1.png){width="0.40555555555555556in"                   |
| height="0.6354166666666666in"}**Instructor Notes:**                   |
|                                                                       |
| This concludes Module 8 -- Pre-Solicitation Phase. Address any        |
| questions the participants may have before moving on to Module 9 --   |
| Solicitation, Evaluation, and Award.                                  |
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  ![](media/image3.png){width="0.5006944444444444in"
  height="0.4888888888888889in"}**What questions do you have about Module
  8 -- Pre-Solicitation Phase?**

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