Report Tile

Training & Management Assistance Branch

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

<Client Name >Project Kick-Off Meeting

for<TITLE OF PROJECT>

with <Contractor>

<Date>

Project Manager Name, Title, Telephone

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“Government likes to begin things - to declare grand new programs and causes. But good beginnings are not the measure of success. What matters in the end is completion. Performance. Results. Not just making promises, but making good on promises.” - George W. Bush

Message from the President

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Meeting Agenda

• Introductions/Meeting Objectives

• Contractual and Working Relationships

• Roles and Responsibilities

• Key Points of Contact

• Management Plan Format

• Project Discussion

• Next Steps

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Meeting Objectives - Alignment

• Clarify Expectations - Who will do what as we work together during the project

• Validate Project Requirements – Do current requirements differ from those in the SOO/SOR

• Collect Government-Furnished Information – What policies, procedures, or materials will assist the contractor in preparing the Management Plan

• Lay Foundation for the Management Plan– What are the desired outcomes of the project

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Contractual Relationships

OPM/TMA

Client

Contractor

Subcontractor (if applicable)

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Roles and Responsibilities

Contractor Develops Management Plan

TMA and Client Review and approve Management Plan

TMA (with Client approval) Issues Work Orders

Contractor Performs work as directed and produces deliverables

Contractor Informs Client and TMA of project status and/or concerns

Client Reviews and approves deliverables. Informs TMA and Contractor of changes/ additions to the Management Plan

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Roles and Responsibilities (cont’d)

TMA Monitors project status

Client Authorizes scope and schedule changes as needed

Contractor Presents Deliverable Receipt Form (DRF) to Client for approval of deliverables

Client Formally accepts or rejects deliverables within 7 days after receipt. Rejected deliverables require written justification

TMA Processes invoice payments or meets with Client and Contractor to resolve rejected DRF issue

TMA Provides financial status reports

TMA & Client Evaluate and close-out project

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Key Points of Contact

Agency Name

Name of Agency Point of Contact

Phone:

Email:

Contractor Name

Name of Contractor Project Manager

Phone:

Email:

OPM/TMAProject Manager Name, TitlePhone:Fax:Email:

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Management Plan

• Introduction• Purpose, End Products• Plan Assumptions

• Task Descriptions• Activities, Interim and

Final Deliverables• Labor Costs, Periods of

Performance• Administrative Information

• Proposal• Review Meeting• Documented Agreement• Working Document

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Client’s Tips for Success

• Ensure SME’s are identified and fully engaged

• Avoid “Scope Creep”

Pay attention to number and duration of review cycles

Involve key decision makers at the front end

Changes to previously approved deliverables may impact cost and timelines

Notify TMA about task changes to ensure Management Plan is revised

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Client’s Tips for Success (cont’d)

• Provide consolidated, actionable feedback on deliverables

• Contact TMA immediately for assistance with mitigating problems

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Contractor’s Tips for Success

• Do not work at risk

• Clearly articulate project and task assumptions in the Management Plan

• Provide sufficient task and deliverable descriptions to justify costs

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Contractor’s Tips for Success (cont’d)

• Ensure that subcontractors understand TMA policies and procedures (if applicable)

• Notify TMA of scope changes and revise the Management Plan accordingly

• Notify TMA of changes to key project personnel

• Contact TMA immediately for assistance with mitigating problems

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Project Authority

• Who authorizes work orders to be issued

Note: Work orders must be issued before work begins, including travel and Separately Priced Items (SPIs)

• Who should receive amendments to the Management Plan

Note: The management plan must first be reviewed by the TMA Project Manager before being sent to the client unless otherwise specified – this includes amendments to the plan

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Project Authority (cont’d)

• Who authorizes changes to Management Plan

Note: Only the Client can authorize changes to the Management Plan.

• Who should sign Deliverable Acceptance Forms

Note: TMA requires that a draft deliverable meet at least 80 percent of the specific requirements of the final deliverable. If the submitted draft does not meet the 80 percent standard, the submitted draft deliverable will not be acceptable.

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Project Discussion

• Clarification of requirements related to SOO/SOR

• Who will provide access to people and government-furnished materials

• What is the protocol for contacting Subject Matter Experts (SME)

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Project Discussion (cont’d)

• Communications protocol

• Length and number of review cycles

• What is project timeline

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Next Steps

• Quote for Management Plan should be provided within 1-3 business days

• TMA Management Fee

• Estimated delivery date of Management Plan

• Management Plan Review Meeting

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Next Steps (cont’d)

• Other Action Items Security clearances

Work site

Equipment

Anything not addressed in the SOO/SOR that could impact cost, schedule, or quality