# Presentation: 327592

## An Approach to Seamless Execution:

**Team Structure**

## Team Structure

**This guidance is appropriate for all of your teaming engagements**
**Build your team for seamless execution and communication**

## Think Strategically

**These may require changes in your teaming: **
- RFQ
- SOW
- Your Proposal
- Contract
- Contract Amendments
**Stay Flexible and Plan for Change**

## Think Strategically, Continued

**Do develop your project plan to the contract end date**
**Do plan now for future:**
- Contract Reporting Compliance
- Audit Compliance
**Don’t foreclose future options or opportunities with poor initial planning**

## Who Should You Team With?

**Team with experienced firms **
**Team for good communication and seamless execution**
**Choose team members to leverage:**
- Technical competencies exhibited by your team
- Market placement of team members
**Incorporate goal-setting and business planning**
- Define objectives and boundaries for all participants

## How Should You Form a Team?

**Teaming Agreement**
- Scope of Work
- Non-Disclosure Agreement
**Documentation for New Teams**
- Depends on the structure you choose
- Corporation
- Prime/Sub
- Joint Venture
**Other Documents**
- Consult with an attorney
- Mistakes can be binding and expensive

## How does the Scope of Work affect a Team proposal?

**Identify required responsibilities in the SOW**
**Develop a formal plan for your team’s implementation**
**Formalize roles with your Teaming Agreement**

## Teaming Agreement

**Defines and assigns member roles**
- Proposal preparation
- Proposal costing
- Contract performance responsibilities
- Others as identified in the SOW
**Protects and manages proprietary information**
**Include a Non-Disclosure clause or use a separate Non-Disclosure agreement**

## Non-Disclosure Agreement

**Two critical outcomes**
- (Team) Describes rules for treatment of proprietary information within your team.
- (SNL) Sets requirements for your client to protect your team’s proprietary information
- You may need to execute a separate document with the client at contract award

## What Team Structure is Best?

**No preference from SNL**
- Corporations, including LLCs
- Prime with sub
- Joint Venture
**Seamless execution and a single reporting system for the team are essential**
**New teams are acceptable, BUT**
**All team member firms must document experience in business [highlight value added]**

## Corporation, Prime/Sub or Joint Venture?

**There are plusses and minuses associated with all three **
**Plan for**
- Liability
- Tax Consequences
- Affiliation issues
**Consult with an attorney and a CPA**

## If You Form a New Business...

**New corporations will require new articles of incorporation filing with state of incorporation**
**New Prime/Sub teams will require a subcontracting agreement**
**New Joint Ventures (partnership for a specific business objective) may require a separate contract defining roles**
- Corporations may require shareholder approval
**Consult with an attorney**

## Small Business Set Aside

**If you affiliate, your team may grow out of your previous size standard**
**The Small Business in a team must retain majority ownership and control of the venture**
- SBA requires 50% minimum work
**Consult with SBA**

## Summary

**Use and understand the SOW**
**Formalize and enforce team member roles **
**Plan for seamless communication and performance**
**Plan for changes in liability and tax exposure**
**Consult with an attorney and a tax advisor**

## An Approach to Seamless Execution:

**Team Communication**

## Team Communication: Seamless Execution

**Internal communication**
- Team communication between members and key personnel
- Formal
- Informal
**External communication**
- Communication between the team point of contact and the client regarding contract requirements
- Formal
- Documentation
- Reporting

## What Does the Client Want in a Team?

**SNL expects seamless execution**
- All communication through a single point of contact
- Team lead
- Team or subcontractor internal relations are not relevant to the client
**One face to the client**
- Maintain a wall between the team’s internal communications and external communication
- Team designates single point of contact

## Effective Communication: Your Commitment As A Team Member

**One face to the client**
**Common and defined goals**
- All stages of an RFQ
- Buy-in to success measures
- Common understanding of deliverables
**Core capabilities are relevant and utilized **
**Providing resources to the contract**

## Basics of Effective Team Communication

**All communication is transmitted by either verbal or non-verbal cues**
- 35% verbal
- 65% non-verbal
- Always communicates something
- Is to be believed
- Affects relationships

**Notes:**
Lots of meetings need for communication
40% of surveyed in needs assessment have never been on a team 
Listening and taking verbal and non-verbal cues are important because missed cues lead to 
misinformed decisions
Ineffective team communication: missed opportunities and less work for team members

## Team Communication: Barriers

**Teams are often comprised of leaders and drivers **
**Each has their own vision and comes from a unique corporate culture**
- Management styles
- Differing individual outcomes

## Effective Internal Communication: Summary

**Know what is expected of each team member**
**Establish a communication plan**
- Point of Contact for each entity
- Formal communication processes
- Team meetings
- Process for discussions
- Decision making process
- Follow up actions and responsibilities
- Understanding of costs
**Seamless execution of process**

## Effective External Communication: Summary

**One face for the team**
**Formal transmission of requirements**
- From the client
- To the team
**Consistent and accurate reporting**

## An Approach to Seamless Execution:

**Team Administration**

## Elements of a Teaming Agreement

**Identification of the parties, program**
**Purpose**
**Relationship of the parties**
**Performance**
**Terms**
**Notices**
**Proprietary data**
**Changes**
**Attachments **

## Team Administration

**Teaming Agreement**
- May have been in place prior to the RFQ
- Re-examine based on RFQ requirements
**RFQ**
- Serves as the basis for the proposal
- Serves as the basis for the contract
- Scope of Work
- Draft requirements and terms and conditions

## Team Administration

**RFQ**
- Modify Teaming Agreement, if appropriate
**Contract Pre/Post Award**
- Be aware of negotiations
- Best and Final Offers
**Bidding and proposal assumptions change**

## Team Administration

**Contract**
- Subcontract replaces Teaming Agreement
- Scope of Work as defined in the RFQ
- Terms and Conditions
- May contain flow down clauses

## Team Administration

**Contract Requirements**
- Task and Personnel Assignments
- Training
- ES&H
- Security
- Property
- Personnel policies
- Reporting and metrics
- Benefits

## Team Administration: Summary

**Seamless execution**
**Consistent and accurate reporting**
**Rates may have changed**
**Audit and accountability**
**Daily performance management**
**Invoicing and payments**