contributors:. performance based services acquisition writing a statement of objectives chip mather...

Contributors:

Performance Based Services Acquisition

Writing a Statement Of Objectives

Chip Mather301-261-9849

[email protected]

3Performance Based Service Acquisition

November 1, 2002 12Performance-Based Acquisition©Acquisition Solutions, Inc.

Seven Steps to PBSASeven Steps to PBSA


November 1, 2002

Seven Step Guide to PBSCPerformed Steps 1- 3

• Step 1 Established Integrated Solutions Team Acquisition Starts with I Have a Dream

• Step 2 Described the Problem That Needs Solving Desired Outcomes, Success Criteria

• Step 3 Examine Private and Public Sector Solutions Meaningful Market Research –

• Best Practices (Gov and Commercial), Performance Measures and Metrics, Incentive Plans


November 1, 2002

Seven Step Guide To PBSC Step 4: Developing a Statement of

Objectives• States Government’s Overall

Objectives• Replaces Performance Work Statement

Reality; SOO is a Really GOOD PWS! Simplified Definition of PBSC

• Structuring All Aspects of Acquisition Around Outcomes and Results!

Shared Goals and Objectives• Very Powerful!


November 1, 2002

Step 4 – Developing a SOO Dramatic Change: Best PBSC I’ve

Seen…• “We didn’t know enough to write a

SOW, so we had to write it that way!”

That is the Key! • Write Outcomes (Statement of

Objectives)• Offerors Propose SOW and

Performance Measures


November 1, 2002

Step 4 – Developing a SOO Where Knowledge Exists

• Government – Problem and Constraints• Industry – Solutions

Current Process• Government “Solves” the Problem in SOW

Good SOW is a Tight SOW! Take Last RFP, Close Loop Holes

• Industry – Responds to Government Solicitation

Restate Line for Line From SOW State Why You Are “Uniquely Qualified” to

Do What Government Directed


November 1, 2002

Step 4 – Developing a SOO Change the Process –

• Government States Problem and Constraints

• Offerors Provide SOW Based on Unique Solution Provide Performance Measures and

Metrics Stop Buying Compliance – Start Buying

Results!

“Significantly easier to identify good idea than invent one!”


November 1, 2002

Step 4 – Developing a SOO Statement of Objectives

• Two Pages +/-

• Identify Program Objectives and Constraints

Why Was Program Funded?

• Link A-11 Strategic Plan to Acquisition Your Objectives Should be Contractor’s

Objectives!

• For IT: Clinger Cohen Promises “Award” Citation


November 1, 2002

Step 4 – Developing a SOO TSA Information Technology Managed

Services (ITMS) SOO• 5 Pages

Table of Contents• 1.0 Overview• 2.0 Task Order Scope• 3.0 Partnering Philosophy• 4.0 TSA ITMS Objectives• 5.0 TSA Strategic Objectives• 6.0 TSA Assoc Under Secretary OIT

Responsibilities


November 1, 2002

Step 4 – Developing a SOO TSA ITMS SOO Para 4.0 – Program Objectives

a) Receive under a performance-based arrangement, highly reliable, and secure, IT managed services and support that meets or exceeds customer requirements and expectations.

b) Establish a partner-focused working relationship with TSA.

c) Continuously seek ways to apply information technology to improve TSA mission performance.

d) Throughout the life of this effort, demonstrate improved performance, reliability, security, and reduced cost of the delivered service.


November 1, 2002

Step 4 – Developing a SOOe) Given the dynamics of establishing a new agency,

establish a contract arrangement that easily accommodates change.

f) Maintain the highest level of service consistent with cost effectiveness. Be able to provide audit and oversight activities convincing proof that TSA is receiving superior service at a fair and reasonable price.

g) Provide an effective and efficient management information system that provides insightful, accurate and timely information and data on program status and performance reporting.

h) Develop, implement, and maintain appropriate inventory, security, quality control, architecture standards, and reporting requirements.


November 1, 2002

Step 4 – Developing a SOOi) Develop and provide a system that supports

TSA’s compliance with Government standards and requirements (e.g., Clinger-Cohen architecture and program oversight, security, etc).

j) Receive appropriate data rights as well as cooperation for any transition to another provider, to ensure continuity of service in unlikely event of contract termination, or upon contract re-competition.

k) Effectively utilize subcontract and teaming arrangements, including use of small, small disadvantaged, women-owned, veteran-owned, HUBzone and service-disabled veteran businesses.


November 1, 2002

Step 4 – Developing a SOO True Best Value Selection!

• Wider Range of Solutions – “Good Thing”• Understanding the Requirement –

Assessment of Comprehensiveness and Risk of Technical and Management Solution

Quality of Performance Metrics and Service Level Agreements• What Measured, Level of Performance,

Linkage to Objectives• Both Parties Focused on Outcome

Tied to Mission Objectives


November 1, 2002

Application of SOO to TSA ITMS Best Value Source Selection

• Superior Solutions Received; Worst

Proposal Was Exceptional!

• Significantly Easier to Recognize

Good Idea, Than to Invent One!

107 Day Acquisition Cycle

• 6 Weeks From TORFP to Award


November 1, 2002

Application of PBSA to TSA ITMS

Contract Award is The Start; Not The End

Milestone

• Mission Success Is What is Being

Acquired!

• Improved Performance – Reduced Cost Shared Goals and Objectives!


November 1, 2002

Closing Thought …

“Never tell people how to do

things. Tell them what to do and

they will surprise you with their

ingenuity.”

-- General George S. Patton

Seven Steps GuideSeven Steps GuideDecide How to Measure and

Manage Performance

• Commercial Quality Standards

• Quality Assurance Plan• Contractual Language

Seven Steps GuideSeven Steps Guide Decide How to Measure and

Manage Performance

• Minimum Success Factors• Incentive Type• Award Term

Seven Steps GuideSeven Steps Guide Decide How to Measure and

Manage Performance

• Consider Profit• Relationship

Seven Steps to Performance-Based Services Acquisition

Step 6

Select the Right Contractor

[email protected] Pentagon 3C838

mailto:[email protected]

Step 6 Select the Right Contractor

Develop an Acquisition Strategy That Will Lead to the Selection of the "Right Contractor"

Contractor Must: Understand the Performance-based

Approach Have an Understanding of the Agency's

Requirement Have a History of Performing Exceptionally

in the Field Have the Processes and Resources in Place

to Support the Mission

Step 6 Select the Right Contractor

"Compete the Solution" Downselect Due Diligence Evaluate Heavily on Past Performance

Make a Best-value Source Selection Decision

Step 6 Government-issued statements of work try to "solve the problem."

“Tighten the Spec” Approach Not Always Better SOWs Increase the Government's Risk

“Competing" Vendors Bid to the Same Government-directed Plan

Let Competition Work!Let Competition Work!

Step 6 Compete the Solution

Step 6 Compete the Solution

Describe the Problem and Let the Vendors Solve It!

The Quality of the Solution and the Contractor-proposed Performance Measures, are True Discriminators in a Best-value Evaluation!

Step 6 Use Downselection And "Due Diligence" Downselection

FSS MAS Competitive Process Existing GWAC or MAC Multistep Advisory Process in a Negotiated Procurement

Competitive Range Determination in a Negotiated Procurement

Step 6 Use Downselection And "Due Diligence"

Due Diligence Site Visits Meet Key Agency People Open Period of Communication

Step 6 Use Oral Presentations and Other Opportunities to Communicate Oral Presentations

Contractor Shares Proposed Solution

May Substitute For, or Augment, Written Proposals

Oral Presentations Are Not Binding

Step 6 Use Oral Presentations and Other Opportunities to Communicate

Communication Important Element of Selecting the Right Contractor

Award Without Discussions

Step 6 Emphasize Past Performance

Contractor's Past Performance Key Indicator For Predicting Future Performance

Use Past Performance in Evaluating and Selecting Contractors

A Powerful Incentive for Current Contractors to Maximize Current Performance and Ensure Customer Satisfaction

Step 6 Emphasize Past Performance

Past Performance InformationPast Performance Information Retrieval System (PPIRS) http://www.ppirs.gov

Past Performance Information on-line course http://clc.dau.mil "CL Modules”, key word "ppi"

Market Research

http://www.ppirs.gov/

http://clc.dau.mil/

http://clc.dau.mil/

http://clc.dau.mil/

http://clc.dau.mil/

http://clc.dau.mil/

Step 6 Best-value Evaluation

and Source Selection Best Value = The Most Advantageous

Offer Compare Factors Tradeoffs Cost and Non-cost Evaluation Factors

Greatest or Best Value for its Money

Step 6 Best-value Evaluation

and Source Selection

Required Documentation Recent GAO Decision Specific to the Acquisition Process Being Used FAR 15 (Contracting by Negotiation) vs. FAR 8 (Required Sources of Supplies and Services)

Guidance in the Solicitation

Step 6 Evaluation Factors to Consider Quality And Benefits of the Solution Quality of the Performance Metrics and Measurement Approach

Risks Associated With the Solution Management Approach and Controls

Step 6 Evaluation Factors to Consider

Management Team Past Performance (how well the contractor has performed)

Past Experience (what the contractor has done, relevancy)

Step 6

Conflict of Interest

Concerns vs. Good Business Sense

Seven Steps GuideSeven Steps Guide

Manage Performance

• Keep the team together• Adjust roles and responsibilities

• Assign accountability

Manage Performance Cont’d

• Hold a kick-off meeting • Regularly review performance

in a Contract Performance Improvement Working Group


Manage Performance Cont’d

• Ask the right questions• Report on the contractor’s

past performance


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